Organizational resilience

Resilience is central to developing organizational capability to respond to global crises such as the Covid-19 pandemic. To date, few studies have examined the relationship between global talent management (GTM) and the organizational resilience of multinational enterprise (MNE) subsidiaries during crises. This study contributes to the GTM and crisis management literature by examining the role of GTM in MNE subsidiaries’ resilience during the Covid-19 crisis. Based on the sample of 166 Korean MNEs and their 1,227 foreign subsidiaries, including 293 regional headquarters, operating in 49 host countries, this study shows a positive and significant impact of GTM on the resilience of Korean MNEs subsidiaries. Drawing on agency problems at the subsidiary level and bounded rationality at the headquarters level as factors that may bring about failure in TM in MNEs, as well as a core competence perspective, we shed light on the importance of the three-layered governance structure of MNEs in the analysis of GTM and MNE subsidiaries’ resilience. The study has practical implications for Korean MNEs and the organizational resilience of MNEs’ subsidiaries during crises more generally.

This theoretical essay seeks to shed light on and synthesise the concept of resilience in relation to employees and organisations and to propose an integrated analysis model. The results include a research agenda embracing methodological aspects and thematic connections, which can contribute to an expanded debate on the construct of resilience that involves differentiated levels of analysis. A historic review of the concept's discussion and its specificities are presented, including the following organisational resilience constructs. The first is the procedural, dynamic and ecosystemic capacity activated by people (i.e. individual resilience) and processes (i.e. systemic resilience) in the face of adversity. The second is the generation of responses that facilitate the recovery of balance. The last construct is healthy adaptation through key elements' activation through subjective (i.e. internal) and objective (i.e. external) plans, which can be reinforced or renewed during the entire process. This approach thus ensures the sustainability of resilience-related results and/or the expansion of individuals and organisations' capacity for resilience. Resumo Este ensaio teórico visa esclarecer e sintetizar os conceitos de resiliência em relação a empregados e organizações, bem como propor um modelo de análise integrado que fundamente uma agenda de pesquisa e contemple aspectos metodológicos e conexões temáticas, podendo contribuir para um debate sobre o construto que envolva níveis diferenciados de análise. Dessa forma, será apresentada uma revisão histórica da discussão do construto e suas especificidades, incluindo os seguintes conceitos de resiliência organizacional: capacidade processual, dinâmica e ecossistêmica ativada por pessoas (resiliência individual) e processos (resiliência sistêmica) diante de adversidades, possibilitando a geração de uma resposta que permita a recuperação do equilíbrio e a realização de uma adaptação saudável por meio da ativação de elementos, nos planos subjetivos ou internos e objetivos ou externos, que poderão ser reforçados ou renovados durante o processo, garantindo a sustentabilidade do resultado resiliente e/ou a expansão da capacidade de resiliência. Palavras-chave: Resiliência, resiliência organizacional, resiliência individual, resiliência sistêmica.

The health emergency caused by Sars-CoV-2 had a significant impact on social work, especially as concerns health services at local level. They had to face up to both unusual organizational difficulties and new kind of social needs which could not be managed in the light of consolidated procedural schemes.
The pandemic crisis, indeed, pointed out the role that social work can play in emergency, beyond the organizational and methodological issues arising from the unexpected event and the physical distance measures. This is the time for social work to deeply rethink its potential and its scope.
This paper assumes that, although overwhelmed by emergency and unpredictable consequences, social work is able to promote processes of adapting and managing uncertainty by reflecting on priorities and methods and by planning adequate interventions.
Literature has already investigated the ability of social work and, more generally, of the welfare system, not only to act as a means to access resources and / or services but also as a rebalancing factor in  uncertainty context. Social work overcomes the linear and standardized schemes of classical welfare and it appears able to design new strategies of reassurance and adaptation (Castels 2003, Beck and Bauman 1999, 2006, Sennett 2004).
It could be interesting, therefore, to push forward the research focusing on the role that professionals play when catastrophic event upsets normalcy bringing about new forms of fear and uncertainty (Cattarinussi, Pelanda 1981; Frudà 1991).
In this perspective, an empirical study started in Italy and Spain aiming to analyse how and to what extent the Covid-19 pandemic has impacted on social and health services at local level.
This paper presents the preliminary results of the study conducted in Italy (Lazio, Puglia and Sicily) by a quantitative survey involving social workers. Three dimensions have been investigated: changing in the organization of services in terms of method and practice; work experience during the critical phase of the Covid-19 pandemic; finally, changing in social needs and new strategies to cope with.
Social work has shown a capacity for organizational resilience, triggering individual and collective coping processes as well as orientation and capacity building.

In  recent  years,  the  concept  of  organizational  resilience  has  largely attracted  the  interest  of  academicians  and  practitioners  alike. A  fair number of researches have been conducted on developing the concept of organizational  resilience.  However,  there  seems  to  be  a  lack  of consensus over its conceptualization mainly because the concept itself is prodigious and is used in a variety of disciplines. Furthermore, research within  the  domain  of  organizational  resilience  has  been  outcome oriented; however, questions addressing the drivers of resilience are yet to  be  answered.  On  the  other  hand,  research  within  the  domain  of dynamic  capabilitiesview  have  long  been  criticized  as  tautological, resistant to operationalization,  and  lacking  the  unification  of  thought. However,  there  exists  a  sufficient  degree  of  conceptual  similitude between  the  two  concepts,  mainly  due  to  their  epistemological similarities  grounded  within  the  theoretical  assumptions  of  chaotic systems, environmental dynamism, and systems thinking. Incorporating both  perspectives  in  parallel  for  understanding  the  theoretical connections can lead to clarifications at an ontological level. Therefore, this  paper  attempts  to  propose  a  holistic  model  of  organizational resilience  by  incorporating  a  lens  metaphor  of  dynamic  capabilities view.  This paper  is  divided  into four  sections. The first  section of  this paper  lays  down  the  multidisciplinary  discourses  within  the  realm  of organizational    resilience.    The    second    section    highlights    the management  discourse  about  the  conceptualization  of  organizational resilience.  The  third  section  of  this  paper  uses  a  lens  metaphor  ofdynamic capabilities view in an attempt to add depth to the concept of organizational  resilience.  The  fourth  and  the  final  section  attempts  to propose  the  drivers  of  organizational  resilience  from  a  strategic viewpoint.

The recent COVID 19 pandemic, has not only revealed the unpredictable nature of the business environment, but has also demonstrated that change is indeed inevitable. This noted inevitability of change; particularly that which impacts on the economic activities of societies; is such that places a premium on organizational resilience. To survive and remain competitive, organizations are expected to be able to cope during turbulent times and to be consistent in their service offerings. This requires the structuring of organizational features that effectively support innovation, development and adaptability; all of which are hinged on the organization’s capacity for strategic flexibility during change events (Asikhia, 2020). Studies suggest that the key to sustained operations and business continuity during periods of turmoil lies in the development of options advanced prior to such periods; as well as the organizations ability to identify and latch on to existing as well as emerging opportunities during such periods of turmoil (Shokouhi & Ghafari, 2015; Wei, Yi & Guo, 2014; Asikhia, 2020).

Methodology- In this study, the content bothered primarily on the experiences of women entrepreneurs within Africa – their constraints,
challenges and set-backs as well as their opportunities and resilience in this COVID-19 crisis period. Scenarios were drawn from three key nations
in Africa – (a) South-Africa, (b) Sudan, and (c) Nigeria. These three offered detailed evidence of the contextual factors and values that shape women
entrepreneurs’ actions and tendencies within their various societies and communities.

Findings- Supportive evidence also showed that the strengthening of networks, relationships with stakeholders and the emphasis on information
technology advanced the organizations options and provided women entrepreneurs with various advantages in terms of information access,
funding, support (social and financial) and knowledge sharing.

Conclusion- On the basis of this observation, it was affirmed that strategic flexibility is essential for the actualization of organizational resilience.
Its change driven value for learning and relationships are imperative for the survival and success of women entrepreneurs in Africa.

Keywords: Strategic flexibility, women entrepreneurs, organizational resilience, Africa, COVID-19.

The purpose of this study was to identify the dimensions and components of organizational resilience in Iranian banks using interpretive approach and qualitative method. The study population included senior managers and experts in the banking industry and tools used for data collection, interviewing and questionnaires. For this purpose, after reviewing the literature and research background, in-depth and semi-structured interviews were conducted with 12 banking industry experts and initial model was identified. The technique used for analyzing the interviews was theme analysis which involved three stages of coding including open, axial and selective. Confirmatory factor analysis technique and Smart PLS software were used to confirm the designed structure. Finally, the two main aspects of micro banking management include the components of liquidity management, capital management, risk management, sound management of arrears, rumor management, information and communication systems, crisis management, financial management, management features, observation and Problem prediction, corruption control, the need for change and dynamics, and macro-banking dimension including bank business structure, corporate governance and policy structure, and banking laws and 94 subscales were identified and confirmed. Considering these factors can lead to the improvement of resiliency in the banking industry.
Introduction
Today, the world is affected by decisions people make in extremely complicated situations with high uncertainty. The chaotic result of these decisions has caused uncertainty in phenomena to be very high (Bergland & Macinen, 2019). One type of these organizations, which both influences and is affected by these tensions and riots, is bank. Optimal banking activities and the effective use of marketing tools to realize their goals, including exploiting capital and equipping it, will highly influence various economic activities and the general state of the country’s economy (Ostadi et al., 2017).
When organizational resilience in the banking industry of the country is not studied and investigated properly, stagnation and even bankruptcy crises in the banks follow and this crisis could have devastating effects on the country's economy, given the interdependency of the state economy and the banks. Identifying the dimensions and components of organizational resilience can give managers the opportunity to work on detecting key points and resilience dimensions and components so as to increase this resilience in their organization, thus they can establish a coherent and consistent strategy and plan to improve the situation of banking system so that this system can deal with crises and incidents. Since Iran is at risk of invasion (because of its geopolitical location, natural geography and manifesto of fighting against arrogance and counteracting to capitalist systems), resilience of organizations, especially banks, is of paramount importance and priority.
Accordingly, the purpose of this study is to identifying resilience components in the banking industry of Iran. Considering the purpose of the study, some investigations were initiated on the resilience of the banking industry, and then resilience models in organizations and banks were examined. Then, interviews were conducted with experts of the banking industry, and the initial model was identified using expert opinions through thematic analysis approach. The model was then confirmed using the confirmatory factor analysis (CFA) technique.

This study investigated the mediating role of initiative climate on the relationship between distributed leadership and organizational resilience in schools. The study employed a cross-sectional design following quantitative methods. The sample consisted of 310 teachers recruited from different cities located in seven geographical regions of Turkey in 2020-2021 academic year using convenience sampling. Data were collected online (Google Forms) using the Distributed Leadership Inventory, Personal Initiative Scale, and Organizational Resilience Scale, all of which had acceptable validity and reliability. Participants “agreed” with initiative climate and organizational resilience in schools and school principals’ distributed leadership behaviors. There were positive correlations between the variables. The results showed that distributed leadership (leadership coherence and leadership functions) fosters initiative climate and organizational resilience in schools. Initiative climate also contributes to organizational resilience in schools. Lastly, it can be said that distributed leadership has a significant effect on schools’ resilience through initiative climate.