What is it about?
We interpret how resilience is framed in the disciplines of psychology, ecology, engineering and business to propose a process model of resilience that recognises how slack resources impact recovery and rebuilding efforts after experiencing adversities.
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Why is it important?
We assess the different assumptions these disciplines bring to the idea of resilience. In particular, the idea that firms can actually improve their performance by navigating shocks - introduced in psychology as post-traumatic growth - means that business leaders can embrace setbacks as a promising development challenge that can unlock higher performance levels, rather than a phenomenon to be feared and simply recovered from.
Perspectives
I have been concerned with the way resilience is sometimes discussed, making it seem like a clever trick that allows firms to work through adverse conditions, at will, by "being resilient". Organizational resilience is not easy. In this paper, I have tried to capture its many dimensions as well as highlighting how firms can welcome setbacks as a regular everyday challenge, so to constantly validate their value to their customers.
Dr Russell C Manfield
University of Queensland
Read the Original
This page is a summary of: Resilience as an entrepreneurial capability: integrating insights from a cross-disciplinary comparison, International Journal of Entrepreneurial Behavior & Research, November 2018, Emerald,
DOI: 10.1108/ijebr-11-2016-0368.
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