Tengblad / Oudhuis The Resilience Framework

Organizing for Sustained Viability
1. Auflage 2018
ISBN: 978-981-10-5314-6
Verlag: Springer Nature Singapore
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 273 Seiten

Reihe: Work, Organization, and Employment

This book puts forward a carefully crafted theoretical framework that makes a substantial contribution to the field of organizational resilience. It is a framework that goes far beyond the traditional crisis management perspective (accidents, scandals, etc) to an investigation of the characteristics and factors that make organizations viable over time. The book creates a much-needed link between human resource management and organizational development on the one hand, and the literature about risk and crises management and resilience engineering on the other.
The book assembles several robust social science theories such as evolutionary theory, complexity theory, and institutional theory, as well as concepts from management theory such as followership, organizational trust, open innovation, and serendipity management into a coherent framework. It also integrates important models from the field of resilience engineering that have not previously been included in the research on organizational resilience. Several new models are used to present the theoretical framework, models that have relevance for researchers as well as practitioners. In addition to the theoretical framework, all chapters are set in various practical environments that both illustrate the use of resilience resources and align with the framework itself.

Stefan Tengblad is Professor of Business Administration at the University of Skövde, Sweden. He has written and edited various books and articles on managerial work, leadership, and followership. Among his edited books are The Work of Managers and The Art of Science. He is the leader of the research specialisation centre Enterprises for the Future at the University of Skövde.
Margareta Oudhuis is Professor in Work Science at the University of Borås, Sweden. As a researcher in organization, she has written books and articles on management models, leadership and work organization as well as on culture and the characteristics of enterprises in the Borås region of Sweden. She is a member of the research collaboration Enterprises for the Future between the University of Skövde and the University of Borås.

Autoren/Hrsg.

Tengblad, Stefan

Oudhuis, Margareta

Inhaltsverzeichnis

1;Foreword;6
2;Preface and Acknowledgements;12
3;Contents;14
4;Editors and Contributors;16
5;List of Figures;17
6;List of Tables;18
7;Abstract;19
8;Introduction and Development of the Organizational Resilience Framework;20
9;1 Organization Resilience: What Makes Companies and Organizations Sustainable?;21
9.1;Abstract;21
9.2;1.1 Introduction;22
9.3;1.2 The Skandia Case: How Expansion with a Focus on Shareholder Returns Can Jeopardize Organizational Resilience;23
9.4;1.3 The Concept of Organizational Resilience;26
9.5;1.4 The Resilience Concept: Origin and Development;26
9.6;1.5 Previous Definitions of Organizational Resilience;27
9.7;1.6 Theoretical Inspiration for the Book;29
9.8;1.7 Negative Aspects of the Resilience Concept;29
9.9;1.8 The Aims of the Book;30
9.10;1.9 Financial, Technical and Social Resources for Resilience;31
9.11;1.10 Arrangement of the Chapters;32
9.11.1;1.10.1 Part One: Introduction and Development of the Organizational Resilience Framework;32
9.11.2;1.10.2 Part Two: Applying the Organizational Resilience Framework;32
9.11.3;1.10.3 Part Three: Examining and Deepening the Resilience Factors;32
9.11.4;1.10.4 Part Four: Conclusions;33
9.12;1.11 The Authors and Their Common Research Interests;34
9.13;1.12 Discussion Questions;34
10;2 Organizational Resilience: Theoretical Framework;36
10.1;Abstract;36
10.2;2.1 The Evolutionary Approach: Explaining Change;36
10.2.1;2.1.1 Planned and Unplanned Change;39
10.2.2;2.1.2 Complexity and Predictability in Evolutionary Change;40
10.2.3;2.1.3 Organizational Control and Complexity;41
10.2.4;2.1.4 Organizational Innovation and Serendipity;42
10.3;2.2 Three Central Processes in the Evolutionary Approach: Variation, Selection and Retention;43
10.3.1;2.2.1 Variation;43
10.3.2;2.2.2 Selection;44
10.3.3;2.2.3 Retention;44
10.4;2.3 Using Variation, Selection and Retention Strategically;46
10.4.1;2.3.1 Variation;46
10.4.2;2.3.2 Selection;46
10.4.3;2.3.3 Retention;46
10.5;2.4 Disturbances and Crises: A Part of Organizational Reality;47
10.5.1;2.4.1 Positive Aspects of Disturbances and Crises;48
10.6;2.5 Sustainability and Organizational Resilience;50
10.7;2.6 Resilience as High Reliability and Risk Management;51
10.7.1;2.6.1 Risk Management the Safety-I, Safety-II Model;52
10.8;2.7 Conclusions: A Capability-Oriented Model for Organizational Resilience;54
10.9;2.8 Discussion Questions;55
11;3 A Resource-Based Model of Organizational Resilience;56
11.1;Abstract;56
11.2;3.1 Financial Resources;57
11.2.1;3.1.1 Ability to Pay (Liquid Assets);57
11.2.2;3.1.2 Creditworthiness (Financial Balance);58
11.2.3;3.1.3 Earnings Capacity (Cash Flow and Profitability);58
11.2.4;3.1.4 Financial Contracts and Economic Rights;59
11.2.5;3.1.5 Intangible Assets (e.g., Patents and Goodwill);59
11.3;3.2 Technical Resources;59
11.3.1;3.2.1 Products and Services;60
11.3.2;3.2.2 Production Technology and Work Organisation;60
11.3.3;3.2.3 Logistics and Supply Chains;61
11.3.4;3.2.4 Information Systems;61
11.3.5;3.2.5 Technical Know-How and Innovation;62
11.4;3.3 Social Resources;62
11.4.1;3.3.1 Followership and Relationships with Unions;63
11.4.2;3.3.2 Relationships with Customers;64
11.4.3;3.3.3 Relationships with Suppliers and Partners;64
11.4.4;3.3.4 Relationships with Owners and Financiers;65
11.4.5;3.3.5 Relationships with Other Stakeholders;65
11.5;3.4 The Connections Among the Resources: An Example;66
11.6;3.5 External Factors for Resource Development;67
11.6.1;3.5.1 Natural Resources and Other Raw Materials;68
11.6.2;3.5.2 Labour;68
11.6.3;3.5.3 Economic Ecosystems;69
11.6.4;3.5.4 Transportation/Communication Networks;69
11.6.5;3.5.5 Social Capital;70
11.7;3.6 Resilience for (Fast) Adaptability;70
11.8;3.7 Discussion Questions;71
12;Applying the Organizational Resilience Framework;72
13;4 The Champion Company that Disappeared: A Resilience Resources Analysis of Circuit City;73
13.1;Abstract;73
13.2;4.1 Good to Great: A Handbook for Wanna-Be Top Executives;73
13.3;4.2 Circuit City—A Retailer’s Rise and Fall;77
13.4;4.3 A Resilience Analysis of Circuit City;78
13.4.1;4.3.1 Financial Resources;78
13.4.2;4.3.2 Technical Resources;81
13.4.3;4.3.3 Social Resources;82
13.5;4.4 Onoff—A Swedish Parallel to Circuit City;83
13.6;4.5 Conclusions;84
13.7;4.6 Discussion Questions;86
14;5 BP and Deepwater Horizon: A Catastrophe from a Resilience Perspective;87
14.1;Abstract;87
14.2;5.1 Organization Resilence as Disaster Management;87
14.3;5.2 The BP-Deepwater Horizon Oil Spill;90
14.4;5.3 The Aftermath of the Blow Out: Causes and Consequences;92
14.5;5.4 As the Gas Leakage Continued;94
14.6;5.5 BP After the Oil Spill and the Explosion;95
14.7;5.6 A Resilience Analysis;98
14.7.1;5.6.1 The Linkage Among Financial, Technical and Social Resources;99
14.8;5.7 Concluding Reflections: How to Handle Complex Risks;101
14.8.1;5.7.1 The Geological System Risk;101
14.8.2;5.7.2 The Technical System Risk;101
14.8.3;5.7.3 The Human System Risk;101
14.8.4;5.7.4 The Organizational System Risk;102
14.8.5;5.7.5 The Social System Risk;102
14.9;5.8 Discussion Questions;102
15;6 Resilient Leadership: Lessons from Three Legendary Business Leaders;104
15.1;Abstract;104
15.2;6.1 Resilient Leadership;104
15.3;6.2 Jacob Wallenberg and Stockholms Enskilda Bank;106
15.3.1;6.2.1 Financial Resilience Resources;108
15.3.2;6.2.2 Technical Resilience Resources;109
15.3.3;6.2.3 Social Resilience Resources;110
15.3.4;6.2.4 Concluding Words on Jacob Wallenberg and Stockholms Enskilda Bank;110
15.4;6.3 Jan Wallander and Svenska Handelsbanken;111
15.4.1;6.3.1 Financial Resilience Resources;112
15.4.2;6.3.2 Technical Resilience Resources;113
15.4.3;6.3.3 Social Resilience Resources;114
15.4.4;6.3.4 Concluding Words on Jan Wallander and Handelsbanken;115
15.5;6.4 Pehr G. Gyllenhammar and AB Volvo;116
15.5.1;6.4.1 Financial Resilience Resources;119
15.5.2;6.4.2 Technical Resilience Resources;119
15.5.3;6.4.3 Social Resilience Resources;120
15.5.4;6.4.4 Concluding Words on Pehr G. Gyllenhammar and AB Volvo;121
15.6;6.5 Final Reflections;122
15.7;6.6 Discussion Questions;123
16;Examining and Deepening the Resilience Factors;124
17;7 Financial Resilience: The Role of Financial Balance, Profitability, and Ownership;125
17.1;Abstract;125
17.2;7.1 The Model for Organizational Resilience: The Financial Resources;126
17.2.1;7.1.1 The Resource: Financial Balance;126
17.3;7.2 The Financial Square Model and Some Key Ratios;127
17.3.1;7.2.1 Financial Balance Key Ratios;127
17.3.2;7.2.2 Profitability Key Ratios;128
17.4;7.3 Volvo: A Company with Average Financial Resilience;128
17.4.1;7.3.1 The Volvo Group;128
17.5;7.4 Ericsson and H&M: Companies with Strong Financial Resilience;131
17.5.1;7.4.1 Ericsson;131
17.5.2;7.4.2 H&M;135
17.6;7.5 SAS, Swedbank, and Nordea: Companies with Weaker Financial Resilience;136
17.6.1;7.5.1 Scandinavian Airlines;136
17.6.2;7.5.2 Swedbank and Nordea;139
17.7;7.6 Concluding Reflections;143
17.8;7.7 Discussion Questions;144
18;8 Resilience in the Product-Delivery Supply Chain;146
18.1;Abstract;146
18.2;8.1 Introduction;146
18.3;8.2 Disruptions and Unexpected Events;147
18.4;8.3 Robustness and Flexibility;148
18.5;8.4 Lean and Six Sigma;150
18.6;8.5 Resilient Supply Chains;151
18.6.1;8.5.1 Risk Management Culture;152
18.6.2;8.5.2 Design and Innovation;154
18.6.3;8.5.3 Teamwork and Integrated Management;156
18.6.4;8.5.4 Spreading and Establishing the Company Vision, Goals, Values, and Processes;157
18.6.5;8.5.5 Agility;158
18.7;8.6 Conclusion: How to Achieve Supply Chain Resilience;158
18.8;8.7 Discussion Questions;159
19;9 Followership: An Important Social Resource for Organizational Resilience;160
19.1;Abstract;160
19.2;9.1 Hard and Soft in Manufacturing;160
19.3;9.2 Workers’ Commitment to Results—Followership and Culture;161
19.4;9.3 Conditions for the Development of Medarbetarskap/Followership;163
19.5;9.4 Organizational Resilience at a Factory in the Automotive Industry;165
19.5.1;9.4.1 The Brand as a Threatened Financial Resource;165
19.5.2;9.4.2 The Risk with Technical Resources at an Engineering Company;167
19.5.3;9.4.3 The Floby Spirit: Culture as a Social Resource;167
19.5.4;9.4.4 Followership at the Core of Social Resources at the Factory;168
19.6;9.5 Can Organizational Resilience Be Sustained?;171
19.7;9.6 Concluding Reflections;173
19.8;9.7 Discussion Questions;174
20;10 Followership for Organizational Resilience in Health care;176
20.1;Abstract;176
20.2;10.1 Working with Standardized Processes and Flexible Procedures;176
20.3;10.2 Followership;179
20.3.1;10.2.1 Organizational Resilience and Followership;180
20.4;10.3 Resilience in an Organization with High Reliability;181
20.5;10.4 Two Case Studies: Standardization Versus Flexibility;182
20.5.1;10.4.1 Preoccupation with Failure;183
20.5.2;10.4.2 Reluctance to Simplify;183
20.5.3;10.4.3 Sensitivity to Operations;184
20.5.4;10.4.4 Commitment to Resilience;185
20.5.5;10.4.5 Deference to Expertise;186
20.6;10.5 Analysis: Followership and Organizational Resilience;187
20.6.1;10.5.1 Followers’ Ability to Improve;188
20.6.2;10.5.2 Followers’ Ability to Cooperate;188
20.6.3;10.5.3 Followers’ Ability to Learn;189
20.7;10.6 Conclusions: Followership and Organizational Resilience;190
20.7.1;10.6.1 Practical Implications;191
20.8;10.7 Discussion Questions;192
21;11 Organizational Resilience and Stagnation at a Fashion Company;193
21.1;Abstract;193
21.2;11.1 Organizational Stagnation and Renewal;193
21.3;11.2 The Fashion Company—From Stagnation to Renewal and Growth;196
21.3.1;11.2.1 Leadership and Followership;198
21.3.2;11.2.2 Organization;199
21.3.3;11.2.3 Trustful Relationships as a Social Resilience Resource;201
21.4;11.3 From Stagnation to Viability;204
21.5;11.4 Conclusions;206
21.6;11.5 Discussion Questions;207
22;12 Business Clusters and Organizational Resilience;208
22.1;Abstract;208
22.2;12.1 Organizational Challenges;208
22.3;12.2 Business Clusters;210
22.3.1;12.2.1 The Ability to Discover and Manage Threats to Business Activities;210
22.3.2;12.2.2 Company Domain, Main Focus and Internal Order;212
22.4;12.3 Resilience in Individual Companies;213
22.4.1;12.3.1 Algots;214
22.4.2;12.3.2 Mölnlycke AB;216
22.4.3;12.3.3 JC Jeans Company;216
22.5;12.4 Analysis: Resilience in Business Clusters;218
22.6;12.5 Conclusions;222
22.7;12.6 Discussion Questions;222
23;13 Regional Resilience;224
23.1;Abstract;224
23.2;13.1 Studying Regional Resilience;225
23.3;13.2 Regional Values and Attitudes: The Influence of History;227
23.4;13.3 Flint, Michigan, and Other North American Cities;228
23.5;13.4 The Borås Region: Resilience from Regional History;231
23.6;13.5 The Textile Crisis in Sweden;232
23.7;13.6 Crisis Management in the Borås Region;233
23.8;13.7 Industry Customization and Development;233
23.9;13.8 Public Investments;234
23.10;13.9 Regional Mobilization of Resources;235
23.11;13.10 A Summary of the Development in the Borås Region;236
23.12;13.11 General Lessons;238
23.13;13.12 Discussion Questions;239
24;Conclusions;241
25;14 Conclusions: The Resilience Framework Summarized;242
25.1;Abstract;242
25.2;14.1 Introduction;242
25.3;14.2 Theoretical Contributions of the Book;243
25.4;14.3 Seven General Conclusions;244
25.4.1;14.3.1 Factors that Create Organizational Resilience Are Changeable and Varied;246
25.4.2;14.3.2 Organizational Resilience Is Created Through Holistic Management of Resources and Capacities;247
25.4.3;14.3.3 Organizational Resilience Is Created by Interactions with Others;248
25.4.4;14.3.4 Value Is Created by Economies of Scale, Standardization, and Flexibility;249
25.4.5;14.3.5 The Importance of Organizing for High Reliability;252
25.4.6;14.3.6 The Importance of Local Business Conditions;253
25.4.7;14.3.7 Resilience Is Created by Combining Reliability, Efficiency, and Change Capacity;254
25.5;14.4 Final Thoughts;255
25.6;14.5 Discussion Questions;256
26;References;258
27;Annual Reports;273
28;Quarter Report;273
29;Articles (From the Newspaper’s Home Pages);273