The purpose of this study is to analyze the operational implications of implementing resilience at the multi-levels of individual, organizational, community, and societal resilience. It is assumed that the implementation of resilience requires identifying the concepts, antecedents, fundaments, principles regarding the nature, processes, orientations, and outcomes. The method employed is the analytical-reflective based on conceptual, theoretical, and empirical literature review and observation of specific situations. This chapter considers a wide range of research related to resilience to be comprehensive. It is concluded that resilience is critically relevant at multi-level for individuals, organizations, communities, and society that must remain capable and strong even when all the events are adverse and seem incapable and consider ad hoc responses based on the nature of experienced major incidents. Neither academic research nor the practitioners are fully considering the implementation of resilience to solve problems.
TopIntroduction
Organizational resilience is a new organizational paradigm (Johnson and Elliott, 2011). The concept of resilience is polysemous (Chmutina, Lizzarralde, Dainty and Bosher, 2016). Resilience has been defined and described in different ways in the literature. For that reason, this paper considers a wide range of research related to resilience to be comprehensive.
The term resilience is used in any academic field and discipline, the main reason why there are so many conceptualizations and definitions. There is a conceptual variety and disciplinary perspective of organizational resilience inferred from the differences of patterns found on the ontology, need for resilience and solutions (Krippendorff, 2004). The concept of organizational resilience is related to other concepts that lead to the conceptual domain of resilience (Podsakoff et al., 2016).
The concept of resilience as bouncing back opens opportunities. Resilience is the ability rebound and recover with speed. Resilience is an emergent organizational property (Burnard & Bhamra, 2011; Hilton, Wright, Kiparoglou, 2012). Resilience is a process to achieve responses of positive outcomes in times of turbulent events (Sutcliffe and Vogus, 2003). Resilience building is a process of detection of turbulent events and activation (Burnard and Bhamra, 2011). Several features must be considered for the process of developing organizational resilience.
Resilience deals with turbulence as the capacity to absorbing, resisting, responding, and reinventing from disruptive change (McCann et al., 2009). Resilience is the vulnerability as the capacity to resist damage (Gaillard, 2007; Moore and Lakha, 2004). Resilience is the ability of people, households, communities, countries, and systems to mitigate and recover from shocks and stresses to reduce chronic vulnerability and facilitates inclusive growth (USAID, 2012).
Resilience is generated in different ways and forms. Resilience is context specific (Boin and van Eeten, 2013). Resilience is dependent on organizational communicative and mindset processes aimed to facilitate organizational resilience (Ishak and Williams, 2018). Resilience is the quality of responding to change (Horne III & Orr, 1998). Resilience requires high quality data. Resilience demands real-time high-quality data.
Resilience is the capacity to become robust under conditions of stress and change (Coutu, 2002). Resilience has the capacity to cope with decay and to slow down, it may decelerate and stop corporate demise (Marwa and Zairi, 2008). Resilience refers to expected and unexpected events (Hilton et al., 2012; Hollnagel, 2010; Wright et al., 2012). Resilience is a formative construct. Resilience deals with stretch goals benefiting from the cognitive, affective, and behavioral capacities (Sitkin et al., 2011).
The concept of resilience is being used more directly to bounce back and to bounce forward (Hamel & Välikangas, 2003; Hayward, Forster, Sarasvarthy, & Fredrickson, 2010; Limnios, Mazzarol, Ghadouani, & Schilizzi, 2014; Sutcliffe & Vogus, 2003). The original concept of resilience has evolved through its application on other academic and scientific fields. In science, resilience is the ability of materials to recover from deformation and return to their original state and form (Sheffi, 2006). Resilience is the process to recover from any disruption (van Breda, 2016). Resilience is a latent capacity (Powley 2009). Non-novelty and quantity emphasize resilience as normal organizational phenomenon (Rudolph and Repenning, 2002).