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Organizational resilience and sustainable development
Evans, Vicky Cregan, Karen Wall, Tony
Evans, Vicky
Cregan, Karen
Wall, Tony
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Publication Date
2019-03-08
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Abstract
Organisational resilience has been conceptualised in a variety of ways. Koronis and Ponis (2018) have articulated this as three distinct concepts: (1) the capacity of an organisation to 'bounce back' (to survive) after an adverse or traumatic event, (2) the capacity of an organisation to adapt to circumstances and events before they are experienced as adverse, as traumatic or a crisis, and (3) the aggregated capacities of people to absorb crises and operationally adapt to new situations. As yet, there is no consistently used terminology or conceptual foundations. Nevertheless, four key drivers of organisational resilience are highlighted in the literature – preparedness, responsiveness, adaptability and learning – which can be used as a starting point to identify associated interventions which may develop those drivers (Koronis and Ponis, 2018). Maturity models of organisational resilience suggest how these drivers develop progressively, interacting and reinforcing one another to the fullest extent in organisations which manage resilience holistically, achieving an “anti-fragile” stage of maturity where an organisation improves, prospers, and/or thrives in conditions of volatility, change or disruption in the wider environment (e.g. Leflar and Siegal, 2013; Ruiz and Martin et al, 2018).
Citation
Evans, V., Cregan, K. & Wall, T. (2020). Organizational resilience and sustainable development. In W. Leal Filho, T. Wall, A. Azul, L. Brandli, & P. Özuyar (Eds.), Good Health and Well-being: Encyclopedia of the UN Sustainable Goals (pp. 540–550). Cham, Switzerland: Springer.
Publisher
Springer
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Research Unit
DOI
10.1007/978-3-319-95681-7_24
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Book chapter
Language
en
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Encyclopedia of the UN Sustainable Development Goals
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ISBN
9783319956800