Organizational Resilience Capability and Capacity Building

Organizational Resilience Capability and Capacity Building

José G. Vargas-Hernández
Copyright: © 2022 |Pages: 19
DOI: 10.4018/978-1-7998-8996-0.ch008
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Abstract

The objective of this chapter is to analyze the implications of organizational resilience capability and capacity building and development processes and the posed challenges to its design and implementation. It is based on the conceptual and theoretical assumptions underpinning the capabilities of resilience that can be learned and designed by organizations to be implemented and applied to adverse conditions. These underlying assumptions affect the organizational resilience capabilities building. It is concluded that building and development organizational resilience capabilities processes has increased the research agenda on the theoretical and conceptual literature and the notions, factors, elements, and challenges.
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Conceptualization

The conceptualization of organizational resilience considers capabilities, awareness, perceptions, planning, etc. (De Florio, 2013). There is little consensus about the meaning of organizational resilience, what are its elements, what are the organizational capabilities and conditions needed and how they are composed. The conceptualization of organizational capabilities to develop resilience are required despite the existing inconsistencies in the literature. The organizational resilience literature is based on turnaround the resources and capabilities advancing from different disciplines such as psychology, ecology, engineering, and organization science, etc., for building new theory.

Resilience is conceptualized as a meta-capability formed by a set of organizational capabilities and routines. The organizational capabilities and meta-capability that underlie resilience are complex, embedded, and dependent on social context factors. Resilience capabilities become effective when leveraged on complexity (Birkie et al. 2017).

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