MEASURING ORGANIZATIONAL RESILIENCE: A SCALE DEVELOPMENT

Yıl 2015, Cilt: 4 Sayı: 3, 0 - 0, 29.09.2015

Deniz Kantur Arzu Iseri Say

Öz

Today’s business context is characterized by hyper competition, uncertainty, and ambiguity. Added to this is the unfortunate increase in the occurrence and the intensity of the natural disasters and crises situations including economic, political and social events. Accordingly, all the changes in the external environment amplified the significance of ‘resilience’ for all organizations. Resilient individuals and organizations positively adapt to changing conditions without showing any stress (Mallak, 1998), and thus today organizations desire to be resilient to easily adapt to changing circumstances and move forward. Organizational resilience term is highly adopted in organizational theory field and specifically in crisis management and disaster management literatures, and recently in strategic management literature. Yet, there is not an agreed upon and commonly accepted scale of organizational resilience. Accordingly, the organizational resilience literature is yet to develop regarding quantitative studies. This study attempts to fill this gap by developing a reliable and valid scale of organizational resilience construct through adopting both qualitative and quantitative methods.

Anahtar Kelimeler

Organizational resilience, Resilient organizations, Robustness, Agility, Integrity, Scale development

Kaynakça

• • Aleksic, A, Stefanovic, M., Arsovski, A. and Tadic, D, 2013, “As Assessment of Organizational resilience potential in SMEs of the process industry, a fuzzy approach,”Journal of Loss Prevention in the Process of Industries, 26, 1238-1245.
• • Bryman, A, 1988, Quantity and Quality in Social Research, Contemporary Social Research Series No. 18, London: Unwin Hyman.
• • Campbell-Sills, L. and Stein, M., 2007, “Psychometric analysis and refinement of the Connor–Davidson Resilience Scale (CD-RISC): validation of a 10-item measure of resilience,” Journal of Traumatic Stress 20, 1019–1028.
• • Campbell D. T. ve Fiske, D. W., 1959, “Covergent and Dicriminant Validation by the Multitrait-Multimethod Matrix,” Psychological Bulletin, 56, 2, 81-110.
• • Churchill, G.A., 1979, "A paradigm for developing better measures of marketing constructs," Journal of Marketing Research, 64-73.
• • Conner, D. R., 1993, “Managing at the speed of change”, Villard Books, New York.
• • Denzin N. K. and Lincoln Y., 2005, The SAGE Handbook of Qualitative Research, Sage Publications.
• • Doe, P. J., 1994, “Creating a resilient organization”, Canadian Business Review, 21, 2, 22-25.
• • Hind, P., Frost, M. and Rowley, S., 1996, “The resilience audit and the psychological contract,” Journal of Managerial Psychology, 11,7, 18-29.
• • Holling, C. S., 1973, “Resilience and stability of ecological systems,” Annual Review of Ecology and Systematics, 4, 1-23.
• • Horne, J. F., 1997, “The coming age of organizational resilience,” Business Forum, 22, 24-28.
• • Horne, J. F. and Orr, J. E., 1998, “Assessing behaviors that create resilient organizations”, Employment Relations Today ,24, 29-39.
• • Glassop, L., 2007, “The three R’s of resilience: redundancy, requisite variety and resources in building and sustaining resilience in complex organization,” Journal of Purchasing and Supply Chain Management, 16, 1, 17-26.
• • Griggs, S., 1987, "Analysing qualitative data," Journal of the Market Research Society, 29,1, 15-34.
• • Kantur, D. and İşeri Say, 2012, “Organizational Resilience: Conceptual Integrative Framework,” Journal of Management and Organization, 18, 6, 762 - 773.
• • Kendra, J. M. and Wachtendorf, T., 2003, “Elements of resilience after the world trade center disaster: reconstituting New York City’s Emergency Operations Centre,” Disaster 27,1, 37-53.
• • Lengnick-Hall, C. A. and Beck, T. E. 2003, “Beyond bouncing back: the concept of organizational resilience”. Presented at the Academy of Management Organization and Management Theory Division Seattle, Washington August 1-6.
• • Lengnick-Hall, C.A., Beck, T.E. and Lengnick-Hall, M.L. 2011, “Developing a capacity for organizational resilience through strategic human resources management,” Human Resource Management Review, 21, 243-255.
• • Limnios, E.,A.,M., Mazzarol, T., Ghadouani, A. and Schilizzi, S.G.M., 2014, “The resilience architecture framework: Four organizational archetypes,” European Management Journal, 32, 104-116.
• • Luthar, S. S., Cicchetti, D. Ve Becker, B. 2000, “The construct of resilience: A critical evaluation and guidelines for future work,” Child Development 71,3, 543- 562.
• • Samuel Mafabi, John Munene, Joseph Ntayi, 2012, “Knowledge management and organisational resilience: Organisational innovation as a mediator in Uganda parastatals," Journal of Strategy and Management, 5, 1, 57 – 80.
• • Mallak, L. A. 1998a, “Measuring resilience in health care provider organizations,” Health Manpower Management 24,4, 148–152.
• • Mallak, L. A. 1999, “Toward a theory of organizational resilience. Proceedings of Portland International Conference on Management of Engineering and Technology, 1999 (PICMET ’99),” Technology and Innovation Management, July 25-29, Portland.
• • Morgan, D. L. 1997, “Focus Groups as Qualitative Research”, Thousand Oaks, California: Sage Publications.
• • Pal, R., Torstensson, H. and Mattilla, H. 2014, “Antecedents of organizational resilience in economic crises-an empirical study of Swedish textile and clothing SMEs,” Int. J. Production Economics, 147, 410-428.
• • Paton, D. and Johnson, D. 2001, “Disasters and communities: vulnerability, resilience and preparedness,” Disaster Prevention and Management 10,4, 270- 277.
• • Redman, C. L. and Kinzig, A. P. 2003, “Resilience of past landscapes: resilience theory, society, and the longue durée,” Conservation Ecology 7(1): 14. http://www.consecol.org/vol7/iss1/art14 on 12 September 2011.
• • Richtner, A. and Löfsten, H. 2014, “Managing in turbulence: how the capacity for resilience influences creativity,” R&D Management, 44,2, 137-151.
• • Somers, S. 2009, “Measuring Resilience Potential: An Adaptive Strategy for Organizational Crisis Planning,” Journal of Contingencies and Crisis Management, 17, 1, 12–23.
• • Teixeira, E.O. and Werther Jr., W.B. 2013, “Resilience: Continuous renewal of competitive advantages,” Business Horizons, 56, 333-342.
• • Tierney, K. 2003, “Conceptualizing and measuring organizational and community resilience: lessons from the emergency response following the September 11, 2001 attack on the World Trade Center”. Paper presented at the Third Comparative Workshop on Urban Earthquake Disaster Management, Kobe, Japan.
• • Vogus, T.J. and Sutcliffe, K.M. 2007, “‘Organizational resilience: Towards a theory and research agenda”, IEEE Int. Conf. Systems, Man and Cybernetics, 3418–3422.
• • Yilmaz-Börekçi, D., Say, İşeri Say and Rofcanin, Y. 2014, “Measuring supplier resilience in supply networks,” Journal of Change Management, DOI: 10.1080/14697017.2014.889737.
• • Weick, Karl E. 1993, “The collapse of sensemaking in organizations: The Mann Gulch disaster,” Administrative Science Quarterly 38, 4, 628-652.
• • Weick, K. E., Sutcliffe K. M. and Obstfeld, D. 1999, “Organizing for high reliability: processes of collective mindfulness,” Research in Organizational Behavior 21, 81- 123.
• • Werner, E. E. ve Smith, R. S. 1977, “Kauai’s Children Come of Age”, University of Hawaii Press, Honolulu.
• • Werner, E. E. ve Smith, R. S. 2001, “Journeys from Childhood to Midlife: Risk, Resilience, and Recovery,” Cornell University Press, Ithaca, NY.
• • Wicker, P., Filo, K. and Cuskelly, G. 2013, “Organizational Resilience of Community sports Clubs Impacted by Natural Disasters”, Journal of Sports Management, 27, 510-525.
• • Zimmer, M. R. and Golden, L.L., 1988, “Impressions of Retail. Stores: A Content Analysis of Consumer Images," Journal of. Retailing, 64, 3, 265-293.