Original title: Organizational Resilience: A Valuable Construct for Management Research?
Organizational resilience means an organization’s ability to survive and thrive during difficult or changing conditions. This paper reviews how researchers define and measure that idea. It finds that the concept can be fuzzy, making it hard to know whether different studies mean the same thing. The authors identify conceptual problems and suggest a direction for measuring resilience more clearly.
Imagine several people trying to decide whether a kitchen is ready for a busy dinner. One checks the food supply, another checks whether the oven works, and a third looks at how quickly the cook handles problems. They may all call it “ready,” but they are not checking the same thing. In this paper, those different checks stand for the ways researchers define and measure an organization’s ability to cope with hardship; the review looks for a clearer shared meaning.
Managers and researchers use organizational resilience to understand how organizations cope with disruption and keep going. But if the term is measured in different or unclear ways, studies may not be comparing the same thing. This review identifies those problems and suggests a direction for future measurement.
The abstract does not report a tested measurement method or evidence that the suggested approach works in practice. It describes a review that identifies conceptual problems and offers a suggestion for future measurement; it does not establish that researchers have resolved those problems.
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Organizational Resilience: A Valuable Construct for Management Research? — Julia Hillmann, Edeltraud Guenther — International Journal of Management Reviews — doi:10.1111/ijmr.12239
Abstract licence: CC BY
Explanation generated by Synthesis from the abstract — it is not the original paper.