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The Resilience Framework : Organizing for Sustained Viability.

By: Contributor(s): Material type: TextSeries: Publisher: Singapore : Springer Singapore Pte. Limited, 2017Copyright date: ©2018Edition: 1st edDescription: 1 online resource (273 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9789811053146
Subject(s): Genre/Form: DDC classification:
  • 658.406
Online resources:
Contents:
Intro -- Foreword -- Preface and Acknowledgements -- Contents -- Editors and Contributors -- List of Figures -- List of Tables -- Abstract -- Introduction and Development of the Organizational Resilience Framework -- 1 Organization Resilience: What Makes Companies and Organizations Sustainable? -- Abstract -- 1.1 Introduction -- 1.2 The Skandia Case: How Expansion with a Focus on Shareholder Returns Can Jeopardize Organizational Resilience -- 1.3 The Concept of Organizational Resilience -- 1.4 The Resilience Concept: Origin and Development -- 1.5 Previous Definitions of Organizational Resilience -- 1.6 Theoretical Inspiration for the Book -- 1.7 Negative Aspects of the Resilience Concept -- 1.8 The Aims of the Book -- 1.9 Financial, Technical and Social Resources for Resilience -- 1.10 Arrangement of the Chapters -- 1.10.1 Part One: Introduction and Development of the Organizational Resilience Framework -- 1.10.2 Part Two: Applying the Organizational Resilience Framework -- 1.10.3 Part Three: Examining and Deepening the Resilience Factors -- 1.10.4 Part Four: Conclusions -- 1.11 The Authors and Their Common Research Interests -- 1.12 Discussion Questions -- 2 Organizational Resilience: Theoretical Framework -- Abstract -- 2.1 The Evolutionary Approach: Explaining Change -- 2.1.1 Planned and Unplanned Change -- 2.1.2 Complexity and Predictability in Evolutionary Change -- 2.1.3 Organizational Control and Complexity -- 2.1.4 Organizational Innovation and Serendipity -- 2.2 Three Central Processes in the Evolutionary Approach: Variation, Selection and Retention -- 2.2.1 Variation -- 2.2.2 Selection -- 2.2.3 Retention -- 2.3 Using Variation, Selection and Retention Strategically -- 2.3.1 Variation -- 2.3.2 Selection -- 2.3.3 Retention -- 2.4 Disturbances and Crises: A Part of Organizational Reality -- 2.4.1 Positive Aspects of Disturbances and Crises.
2.5 Sustainability and Organizational Resilience -- 2.6 Resilience as High Reliability and Risk Management -- 2.6.1 Risk Management the Safety-I, Safety-II Model -- 2.7 Conclusions: A Capability-Oriented Model for Organizational Resilience -- 2.8 Discussion Questions -- 3 A Resource-Based Model of Organizational Resilience -- Abstract -- 3.1 Financial Resources -- 3.1.1 Ability to Pay (Liquid Assets) -- 3.1.2 Creditworthiness (Financial Balance) -- 3.1.3 Earnings Capacity (Cash Flow and Profitability) -- 3.1.4 Financial Contracts and Economic Rights -- 3.1.5 Intangible Assets (e.g., Patents and Goodwill) -- 3.2 Technical Resources -- 3.2.1 Products and Services -- 3.2.2 Production Technology and Work Organisation -- 3.2.3 Logistics and Supply Chains -- 3.2.4 Information Systems -- 3.2.5 Technical Know-How and Innovation -- 3.3 Social Resources -- 3.3.1 Followership and Relationships with Unions -- 3.3.2 Relationships with Customers -- 3.3.3 Relationships with Suppliers and Partners -- 3.3.4 Relationships with Owners and Financiers -- 3.3.5 Relationships with Other Stakeholders -- 3.4 The Connections Among the Resources: An Example -- 3.5 External Factors for Resource Development -- 3.5.1 Natural Resources and Other Raw Materials -- 3.5.2 Labour -- 3.5.3 Economic Ecosystems -- 3.5.4 Transportation/Communication Networks -- 3.5.5 Social Capital -- 3.6 Resilience for (Fast) Adaptability -- 3.7 Discussion Questions -- Applying the Organizational Resilience Framework -- 4 The Champion Company that Disappeared: A Resilience Resources Analysis of Circuit City -- Abstract -- 4.1 Good to Great: A Handbook for Wanna-Be Top Executives -- 4.2 Circuit City-A Retailer's Rise and Fall -- 4.3 A Resilience Analysis of Circuit City -- 4.3.1 Financial Resources -- 4.3.2 Technical Resources -- 4.3.3 Social Resources -- 4.4 Onoff-A Swedish Parallel to Circuit City.
4.5 Conclusions -- 4.6 Discussion Questions -- 5 BP and Deepwater Horizon: A Catastrophe from a Resilience Perspective -- Abstract -- 5.1 Organization Resilence as Disaster Management -- 5.2 The BP-Deepwater Horizon Oil Spill -- 5.3 The Aftermath of the Blow Out: Causes and Consequences -- 5.4 As the Gas Leakage Continued -- 5.5 BP After the Oil Spill and the Explosion -- 5.6 A Resilience Analysis -- 5.6.1 The Linkage Among Financial, Technical and Social Resources -- 5.7 Concluding Reflections: How to Handle Complex Risks -- 5.7.1 The Geological System Risk -- 5.7.2 The Technical System Risk -- 5.7.3 The Human System Risk -- 5.7.4 The Organizational System Risk -- 5.7.5 The Social System Risk -- 5.8 Discussion Questions -- 6 Resilient Leadership: Lessons from Three Legendary Business Leaders -- Abstract -- 6.1 Resilient Leadership -- 6.2 Jacob Wallenberg and Stockholms Enskilda Bank -- 6.2.1 Financial Resilience Resources -- 6.2.2 Technical Resilience Resources -- 6.2.3 Social Resilience Resources -- 6.2.4 Concluding Words on Jacob Wallenberg and Stockholms Enskilda Bank -- 6.3 Jan Wallander and Svenska Handelsbanken -- 6.3.1 Financial Resilience Resources -- 6.3.2 Technical Resilience Resources -- 6.3.3 Social Resilience Resources -- 6.3.4 Concluding Words on Jan Wallander and Handelsbanken -- 6.4 Pehr G. Gyllenhammar and AB Volvo -- 6.4.1 Financial Resilience Resources -- 6.4.2 Technical Resilience Resources -- 6.4.3 Social Resilience Resources -- 6.4.4 Concluding Words on Pehr G. Gyllenhammar and AB Volvo -- 6.5 Final Reflections -- 6.6 Discussion Questions -- Examining and Deepening the Resilience Factors -- 7 Financial Resilience: The Role of Financial Balance, Profitability, and Ownership -- Abstract -- 7.1 The Model for Organizational Resilience: The Financial Resources -- 7.1.1 The Resource: Financial Balance.
7.2 The Financial Square Model and Some Key Ratios -- 7.2.1 Financial Balance Key Ratios -- 7.2.2 Profitability Key Ratios -- 7.3 Volvo: A Company with Average Financial Resilience -- 7.3.1 The Volvo Group -- 7.4 Ericsson and H&amp -- M: Companies with Strong Financial Resilience -- 7.4.1 Ericsson -- 7.4.2 H&amp -- M -- 7.5 SAS, Swedbank, and Nordea: Companies with Weaker Financial Resilience -- 7.5.1 Scandinavian Airlines -- 7.5.2 Swedbank and Nordea -- 7.6 Concluding Reflections -- 7.7 Discussion Questions -- 8 Resilience in the Product-Delivery Supply Chain -- Abstract -- 8.1 Introduction -- 8.2 Disruptions and Unexpected Events -- 8.3 Robustness and Flexibility -- 8.4 Lean and Six Sigma -- 8.5 Resilient Supply Chains -- 8.5.1 Risk Management Culture -- 8.5.2 Design and Innovation -- 8.5.3 Teamwork and Integrated Management -- 8.5.4 Spreading and Establishing the Company Vision, Goals, Values, and Processes -- 8.5.5 Agility -- 8.6 Conclusion: How to Achieve Supply Chain Resilience -- 8.7 Discussion Questions -- 9 Followership: An Important Social Resource for Organizational Resilience -- Abstract -- 9.1 Hard and Soft in Manufacturing -- 9.2 Workers' Commitment to Results-Followership and Culture -- 9.3 Conditions for the Development of Medarbetarskap/Followership -- 9.4 Organizational Resilience at a Factory in the Automotive Industry -- 9.4.1 The Brand as a Threatened Financial Resource -- 9.4.2 The Risk with Technical Resources at an Engineering Company -- 9.4.3 The Floby Spirit: Culture as a Social Resource -- 9.4.4 Followership at the Core of Social Resources at the Factory -- 9.5 Can Organizational Resilience Be Sustained? -- 9.6 Concluding Reflections -- 9.7 Discussion Questions -- 10 Followership for Organizational Resilience in Health care -- Abstract -- 10.1 Working with Standardized Processes and Flexible Procedures -- 10.2 Followership.
10.2.1 Organizational Resilience and Followership -- 10.3 Resilience in an Organization with High Reliability -- 10.4 Two Case Studies: Standardization Versus Flexibility -- 10.4.1 Preoccupation with Failure -- 10.4.2 Reluctance to Simplify -- 10.4.3 Sensitivity to Operations -- 10.4.4 Commitment to Resilience -- 10.4.5 Deference to Expertise -- 10.5 Analysis: Followership and Organizational Resilience -- 10.5.1 Followers' Ability to Improve -- 10.5.2 Followers' Ability to Cooperate -- 10.5.3 Followers' Ability to Learn -- 10.6 Conclusions: Followership and Organizational Resilience -- 10.6.1 Practical Implications -- 10.7 Discussion Questions -- 11 Organizational Resilience and Stagnation at a Fashion Company -- Abstract -- 11.1 Organizational Stagnation and Renewal -- 11.2 The Fashion Company-From Stagnation to Renewal and Growth -- 11.2.1 Leadership and Followership -- 11.2.2 Organization -- 11.2.3 Trustful Relationships as a Social Resilience Resource -- 11.3 From Stagnation to Viability -- 11.4 Conclusions -- 11.5 Discussion Questions -- 12 Business Clusters and Organizational Resilience -- Abstract -- 12.1 Organizational Challenges -- 12.2 Business Clusters -- 12.2.1 The Ability to Discover and Manage Threats to Business Activities -- 12.2.2 Company Domain, Main Focus and Internal Order -- 12.3 Resilience in Individual Companies -- 12.3.1 Algots -- 12.3.2 Mölnlycke AB -- 12.3.3 JC Jeans Company -- 12.4 Analysis: Resilience in Business Clusters -- 12.5 Conclusions -- 12.6 Discussion Questions -- 13 Regional Resilience -- Abstract -- 13.1 Studying Regional Resilience -- 13.2 Regional Values and Attitudes: The Influence of History -- 13.3 Flint, Michigan, and Other North American Cities -- 13.4 The Borås Region: Resilience from Regional History -- 13.5 The Textile Crisis in Sweden -- 13.6 Crisis Management in the Borås Region.
13.7 Industry Customization and Development.
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Intro -- Foreword -- Preface and Acknowledgements -- Contents -- Editors and Contributors -- List of Figures -- List of Tables -- Abstract -- Introduction and Development of the Organizational Resilience Framework -- 1 Organization Resilience: What Makes Companies and Organizations Sustainable? -- Abstract -- 1.1 Introduction -- 1.2 The Skandia Case: How Expansion with a Focus on Shareholder Returns Can Jeopardize Organizational Resilience -- 1.3 The Concept of Organizational Resilience -- 1.4 The Resilience Concept: Origin and Development -- 1.5 Previous Definitions of Organizational Resilience -- 1.6 Theoretical Inspiration for the Book -- 1.7 Negative Aspects of the Resilience Concept -- 1.8 The Aims of the Book -- 1.9 Financial, Technical and Social Resources for Resilience -- 1.10 Arrangement of the Chapters -- 1.10.1 Part One: Introduction and Development of the Organizational Resilience Framework -- 1.10.2 Part Two: Applying the Organizational Resilience Framework -- 1.10.3 Part Three: Examining and Deepening the Resilience Factors -- 1.10.4 Part Four: Conclusions -- 1.11 The Authors and Their Common Research Interests -- 1.12 Discussion Questions -- 2 Organizational Resilience: Theoretical Framework -- Abstract -- 2.1 The Evolutionary Approach: Explaining Change -- 2.1.1 Planned and Unplanned Change -- 2.1.2 Complexity and Predictability in Evolutionary Change -- 2.1.3 Organizational Control and Complexity -- 2.1.4 Organizational Innovation and Serendipity -- 2.2 Three Central Processes in the Evolutionary Approach: Variation, Selection and Retention -- 2.2.1 Variation -- 2.2.2 Selection -- 2.2.3 Retention -- 2.3 Using Variation, Selection and Retention Strategically -- 2.3.1 Variation -- 2.3.2 Selection -- 2.3.3 Retention -- 2.4 Disturbances and Crises: A Part of Organizational Reality -- 2.4.1 Positive Aspects of Disturbances and Crises.

2.5 Sustainability and Organizational Resilience -- 2.6 Resilience as High Reliability and Risk Management -- 2.6.1 Risk Management the Safety-I, Safety-II Model -- 2.7 Conclusions: A Capability-Oriented Model for Organizational Resilience -- 2.8 Discussion Questions -- 3 A Resource-Based Model of Organizational Resilience -- Abstract -- 3.1 Financial Resources -- 3.1.1 Ability to Pay (Liquid Assets) -- 3.1.2 Creditworthiness (Financial Balance) -- 3.1.3 Earnings Capacity (Cash Flow and Profitability) -- 3.1.4 Financial Contracts and Economic Rights -- 3.1.5 Intangible Assets (e.g., Patents and Goodwill) -- 3.2 Technical Resources -- 3.2.1 Products and Services -- 3.2.2 Production Technology and Work Organisation -- 3.2.3 Logistics and Supply Chains -- 3.2.4 Information Systems -- 3.2.5 Technical Know-How and Innovation -- 3.3 Social Resources -- 3.3.1 Followership and Relationships with Unions -- 3.3.2 Relationships with Customers -- 3.3.3 Relationships with Suppliers and Partners -- 3.3.4 Relationships with Owners and Financiers -- 3.3.5 Relationships with Other Stakeholders -- 3.4 The Connections Among the Resources: An Example -- 3.5 External Factors for Resource Development -- 3.5.1 Natural Resources and Other Raw Materials -- 3.5.2 Labour -- 3.5.3 Economic Ecosystems -- 3.5.4 Transportation/Communication Networks -- 3.5.5 Social Capital -- 3.6 Resilience for (Fast) Adaptability -- 3.7 Discussion Questions -- Applying the Organizational Resilience Framework -- 4 The Champion Company that Disappeared: A Resilience Resources Analysis of Circuit City -- Abstract -- 4.1 Good to Great: A Handbook for Wanna-Be Top Executives -- 4.2 Circuit City-A Retailer's Rise and Fall -- 4.3 A Resilience Analysis of Circuit City -- 4.3.1 Financial Resources -- 4.3.2 Technical Resources -- 4.3.3 Social Resources -- 4.4 Onoff-A Swedish Parallel to Circuit City.

4.5 Conclusions -- 4.6 Discussion Questions -- 5 BP and Deepwater Horizon: A Catastrophe from a Resilience Perspective -- Abstract -- 5.1 Organization Resilence as Disaster Management -- 5.2 The BP-Deepwater Horizon Oil Spill -- 5.3 The Aftermath of the Blow Out: Causes and Consequences -- 5.4 As the Gas Leakage Continued -- 5.5 BP After the Oil Spill and the Explosion -- 5.6 A Resilience Analysis -- 5.6.1 The Linkage Among Financial, Technical and Social Resources -- 5.7 Concluding Reflections: How to Handle Complex Risks -- 5.7.1 The Geological System Risk -- 5.7.2 The Technical System Risk -- 5.7.3 The Human System Risk -- 5.7.4 The Organizational System Risk -- 5.7.5 The Social System Risk -- 5.8 Discussion Questions -- 6 Resilient Leadership: Lessons from Three Legendary Business Leaders -- Abstract -- 6.1 Resilient Leadership -- 6.2 Jacob Wallenberg and Stockholms Enskilda Bank -- 6.2.1 Financial Resilience Resources -- 6.2.2 Technical Resilience Resources -- 6.2.3 Social Resilience Resources -- 6.2.4 Concluding Words on Jacob Wallenberg and Stockholms Enskilda Bank -- 6.3 Jan Wallander and Svenska Handelsbanken -- 6.3.1 Financial Resilience Resources -- 6.3.2 Technical Resilience Resources -- 6.3.3 Social Resilience Resources -- 6.3.4 Concluding Words on Jan Wallander and Handelsbanken -- 6.4 Pehr G. Gyllenhammar and AB Volvo -- 6.4.1 Financial Resilience Resources -- 6.4.2 Technical Resilience Resources -- 6.4.3 Social Resilience Resources -- 6.4.4 Concluding Words on Pehr G. Gyllenhammar and AB Volvo -- 6.5 Final Reflections -- 6.6 Discussion Questions -- Examining and Deepening the Resilience Factors -- 7 Financial Resilience: The Role of Financial Balance, Profitability, and Ownership -- Abstract -- 7.1 The Model for Organizational Resilience: The Financial Resources -- 7.1.1 The Resource: Financial Balance.

7.2 The Financial Square Model and Some Key Ratios -- 7.2.1 Financial Balance Key Ratios -- 7.2.2 Profitability Key Ratios -- 7.3 Volvo: A Company with Average Financial Resilience -- 7.3.1 The Volvo Group -- 7.4 Ericsson and H&amp -- M: Companies with Strong Financial Resilience -- 7.4.1 Ericsson -- 7.4.2 H&amp -- M -- 7.5 SAS, Swedbank, and Nordea: Companies with Weaker Financial Resilience -- 7.5.1 Scandinavian Airlines -- 7.5.2 Swedbank and Nordea -- 7.6 Concluding Reflections -- 7.7 Discussion Questions -- 8 Resilience in the Product-Delivery Supply Chain -- Abstract -- 8.1 Introduction -- 8.2 Disruptions and Unexpected Events -- 8.3 Robustness and Flexibility -- 8.4 Lean and Six Sigma -- 8.5 Resilient Supply Chains -- 8.5.1 Risk Management Culture -- 8.5.2 Design and Innovation -- 8.5.3 Teamwork and Integrated Management -- 8.5.4 Spreading and Establishing the Company Vision, Goals, Values, and Processes -- 8.5.5 Agility -- 8.6 Conclusion: How to Achieve Supply Chain Resilience -- 8.7 Discussion Questions -- 9 Followership: An Important Social Resource for Organizational Resilience -- Abstract -- 9.1 Hard and Soft in Manufacturing -- 9.2 Workers' Commitment to Results-Followership and Culture -- 9.3 Conditions for the Development of Medarbetarskap/Followership -- 9.4 Organizational Resilience at a Factory in the Automotive Industry -- 9.4.1 The Brand as a Threatened Financial Resource -- 9.4.2 The Risk with Technical Resources at an Engineering Company -- 9.4.3 The Floby Spirit: Culture as a Social Resource -- 9.4.4 Followership at the Core of Social Resources at the Factory -- 9.5 Can Organizational Resilience Be Sustained? -- 9.6 Concluding Reflections -- 9.7 Discussion Questions -- 10 Followership for Organizational Resilience in Health care -- Abstract -- 10.1 Working with Standardized Processes and Flexible Procedures -- 10.2 Followership.

10.2.1 Organizational Resilience and Followership -- 10.3 Resilience in an Organization with High Reliability -- 10.4 Two Case Studies: Standardization Versus Flexibility -- 10.4.1 Preoccupation with Failure -- 10.4.2 Reluctance to Simplify -- 10.4.3 Sensitivity to Operations -- 10.4.4 Commitment to Resilience -- 10.4.5 Deference to Expertise -- 10.5 Analysis: Followership and Organizational Resilience -- 10.5.1 Followers' Ability to Improve -- 10.5.2 Followers' Ability to Cooperate -- 10.5.3 Followers' Ability to Learn -- 10.6 Conclusions: Followership and Organizational Resilience -- 10.6.1 Practical Implications -- 10.7 Discussion Questions -- 11 Organizational Resilience and Stagnation at a Fashion Company -- Abstract -- 11.1 Organizational Stagnation and Renewal -- 11.2 The Fashion Company-From Stagnation to Renewal and Growth -- 11.2.1 Leadership and Followership -- 11.2.2 Organization -- 11.2.3 Trustful Relationships as a Social Resilience Resource -- 11.3 From Stagnation to Viability -- 11.4 Conclusions -- 11.5 Discussion Questions -- 12 Business Clusters and Organizational Resilience -- Abstract -- 12.1 Organizational Challenges -- 12.2 Business Clusters -- 12.2.1 The Ability to Discover and Manage Threats to Business Activities -- 12.2.2 Company Domain, Main Focus and Internal Order -- 12.3 Resilience in Individual Companies -- 12.3.1 Algots -- 12.3.2 Mölnlycke AB -- 12.3.3 JC Jeans Company -- 12.4 Analysis: Resilience in Business Clusters -- 12.5 Conclusions -- 12.6 Discussion Questions -- 13 Regional Resilience -- Abstract -- 13.1 Studying Regional Resilience -- 13.2 Regional Values and Attitudes: The Influence of History -- 13.3 Flint, Michigan, and Other North American Cities -- 13.4 The Borås Region: Resilience from Regional History -- 13.5 The Textile Crisis in Sweden -- 13.6 Crisis Management in the Borås Region.

13.7 Industry Customization and Development.

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