An Organizational Structural Framework for Reliability, Safety, and Deployment of Organizational Resources

Framework Of Organizational Resilience

The concept of resilience is very promising theory and empirical research in organizational studies, despite that the conceptual and operational issues are considered of being fuzzy and the urgent need to develop taxonomies and construct frameworks (Clement and Rivera, 2017; DesJardine et al. 2017; Limnios, et al. 2014; Linnenluecke, 2017; Williams, et al. 2017). The constituent elements of the concept of organizational resilience are not clear under any specific discipline encompassing a set of diverse organizational disciplines and challenging the validity of unconnected concepts in a theoretical paradigm (Hirsch and Levin 1999).

There is a lack of a process framework for individual elements in different resilience phases. There is not an exhaustive list of elements and practices that constitutes organizational resilience which is contextualized in various settings. The definition of organizational resilience includes common elements and context-specific aspects. Definitions of resilience lack some common constituent elements (Aleksić et al. 2013). Organizations that experience collapse are more specific in benefits rather than a general organizational resilience frame (Hamel & Välikangas, 2003). The collapse of an organizations can be reframed as a process of resilience.