Organizational resilience: a conceptual integrative framework
CitationKANTUR, D., İŞERİ, A.S. (2012). Organizational resilience: a conceptual integrative framework. Journal of Management and Organization, 18 (6), pp. 762-773. http://dx.doi.org/10.1017/S1833367200000420
Increasingly chaotic business environments of today demand organizations to be more resilient. While the concept of resilience is widely discussed in disaster (e.g., Wildavsky, 1991) and crisis management literatures (e.g., Manyena, 2006), the literature on organizational resilience is developing disjointedly in organizational studies. The literature review suggests that some factors that are suggested in the literature as components of organizational resilience are sources contributing to the emergence of resilience in organizations. This study proposes an integrative framework for organizational resilience and introduces a new outcome concept of organizational evolvability, emphasizing the heightened sensitivity and increased wisdom of the post-event organization. In this model, sources of organizational resilience are categorized as perceptual stance, contextual integrity, strategic capacity and strategic acting, and organizational resilience leads to organizational evolvability as its outcome. The proposed organizational resilience framework attempts to provide a synthesis of the divergent literature on resilience and aims to strengthen organizational resilience research for richer theoretical and empirical progress.