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Tengblad, S. (2018). A resource-based model of organizational resilience. In: Stefan Tengblad, Margareta Oudhuis (Ed.), The Resilience Framework: Organizing for Sustained Viability (pp. 39-54). Singapore: Springer
Open this publication in new window or tab >>A resource-based model of organizational resilience
2018 (English)In: The Resilience Framework: Organizing for Sustained Viability / [ed] Stefan Tengblad, Margareta Oudhuis, Singapore: Springer, 2018, p. 39-54Chapter in book (Refereed)
Abstract [en]

This chapter presents a three-dimensional resource-based model of organizational resilience. The first dimension is financial resources, i.e. economic assets, earnings capacity and intangibilities. The second dimension is technical resources which include products, services, production and supply chains as well as know-how in areas such as innovation, information systems, management of human resources and commerce. The third and final dimension is social resources which relate to various kinds of relations to stakeholders: employees, customers, suppliers, owners, creditors, etc. The importance of a constructive followership is stressed. In the end of the chapter, it is discussed how these three dimensions interact with each other. Therefore it is a need of taking a holistic perspective in decision-making and the ability to act swift, agile and imaginatively for preventing crises and to exploit opportunities.

Place, publisher, year, edition, pages
Singapore: Springer, 2018
Series
Work, Organization, and Employment, ISSN 2520-8837, E-ISSN 2520-8845
National Category
Social Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-14658 (URN)10.1007/978-981-10-5314-6_3 (DOI)978-981-10-5313-9 (ISBN)978-981-10-5314-6 (ISBN)
Available from: 2018-01-17 Created: 2018-01-17 Last updated: 2018-04-25Bibliographically approved
Oudhuis, M. & Tengblad, S. (2018). Att hantera höga och komplexa krav: Lärdomar från elitidrottsledare (1ed.). In: Anna Cregård, Erik Berntson, Stefan Tengblad (Ed.), Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet (pp. 83-100). Stockholm: Natur och kultur
Open this publication in new window or tab >>Att hantera höga och komplexa krav: Lärdomar från elitidrottsledare
2018 (Swedish)In: Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet / [ed] Anna Cregård, Erik Berntson, Stefan Tengblad, Stockholm: Natur och kultur, 2018, 1, p. 83-100Chapter in book (Other academic)
Place, publisher, year, edition, pages
Stockholm: Natur och kultur, 2018 Edition: 1
National Category
Social Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-15071 (URN)978-91-27-82254-2 (ISBN)978-91-27-82429-4 (ISBN)
Available from: 2018-04-17 Created: 2018-04-17 Last updated: 2018-06-11Bibliographically approved
Cregård, A., Berntson, E. & Tengblad, S. (Eds.). (2018). Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet (1ed.). Stockholm: Natur och kultur
Open this publication in new window or tab >>Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet
2018 (Swedish)Collection (editor) (Other academic)
Place, publisher, year, edition, pages
Stockholm: Natur och kultur, 2018. p. 219 Edition: 1
National Category
Social Sciences
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-15070 (URN)978-91-27-82254-2 (ISBN)978-91-27-82429-4 (ISBN)
Available from: 2018-04-17 Created: 2018-04-17 Last updated: 2018-06-08Bibliographically approved
Oudhuis, M. & Tengblad, S. (2018). BP and Deepwater Horizon: A catastrophe from a resilience perspective. In: Stefan Tengblad, Margareta Oudhuis (Ed.), The Resilience Framework: Organizing for Sustained Viability (pp. 71-87). Singapore: Springer
Open this publication in new window or tab >>BP and Deepwater Horizon: A catastrophe from a resilience perspective
2018 (English)In: The Resilience Framework: Organizing for Sustained Viability / [ed] Stefan Tengblad, Margareta Oudhuis, Singapore: Springer, 2018, p. 71-87Chapter in book (Refereed)
Abstract [en]

The chapter summarizes the BP-Deepwater Horizon accident 2010 in the Mexican Gulf, which caused 11 deaths and the largest oil spill in history. The chapter builds on secondary sources and a resilience analysis is made using the theoretical framework developed in the book. It is described what the main causes of the accident were and the events that took place before, under and after the

accident. The resilience analysis clearly shows that maintaining time limits and budget was made at the expense of reliability and safety, and that unnecessary risks were taken in order to improve project economy. The end results were one of the most costly human made disasters in the history (over 50 billion USD).

Place, publisher, year, edition, pages
Singapore: Springer, 2018
Series
Work, Organization, and Employment, ISSN 2520-8837, E-ISSN 2520-8845
Keywords
British Petroleum (BP), The BP-Deepwater Horizon, Oil Spill, Resilience analysis, Oil exploration, Risk management
National Category
Social Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-14662 (URN)10.1007/978-981-10-5314-6_5 (DOI)978-981-10-5314-6 (ISBN)978-981-10-5313-9 (ISBN)
Available from: 2018-01-17 Created: 2018-01-17 Last updated: 2018-04-25Bibliographically approved
Tengblad, S. & Oudhuis, M. (2018). Conclusions: The resilience framework summarised. In: Stefan Tengblad, Margareta Oudhuis (Ed.), The Resilience Framework: Organizing for Sustained Viability (pp. 233-248). Singapore: Springer
Open this publication in new window or tab >>Conclusions: The resilience framework summarised
2018 (English)In: The Resilience Framework: Organizing for Sustained Viability / [ed] Stefan Tengblad, Margareta Oudhuis, Singapore: Springer, 2018, p. 233-248Chapter in book (Refereed)
Abstract [en]

A central claim in the chapter is that organizational resilience is not only a capability but also a philosophy of how organizations can manage surprises and face adverse, complex and uncertain environments in responsible and proactive ways, often even before crises occur. The chapter presents a holistic framework that analyses resilience from different perspectives: 1) as traits, 2) as processes, 3) as resources 4) as capabilities and 5) as prime sources. Furthermore, the main results from the book are summarized in seven main conclusions: 1) the changeable nature of the concept, 2) the multifaceted nature of the concept, 3) the importance of stakeholder interactions, 4) the relation between economies of scale, standardization and flexibility, 5) the importance of high reliability and 6) of local conditions and 7) that resilience is created by combining reliability, efficiency and change capacity.

Place, publisher, year, edition, pages
Singapore: Springer, 2018
Series
Work, Organization, and Employment, ISSN 2520-8837, E-ISSN 2520-8845
Keywords
Organizational resilience, Standardization, High-reliability organizations, Flexibility
National Category
Social Sciences Business Administration
Identifiers
urn:nbn:se:his:diva-14663 (URN)10.1007/978-981-10-5314-6_14 (DOI)978-981-10-5314-6 (ISBN)978-981-10-5313-9 (ISBN)
Available from: 2018-01-17 Created: 2018-01-17 Last updated: 2018-04-25Bibliographically approved
Cregård, A., Berntson, E., Tengblad, S., Andersson, P. & Lindgren, H. (2018). En introduktion till ledarskap och organisatorisk komplexitet (1ed.). In: Anna Cregård, Erik Berntson, Stefan Tengblad (Ed.), Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet (pp. 9-21). Stockholm: Natur och kultur
Open this publication in new window or tab >>En introduktion till ledarskap och organisatorisk komplexitet
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2018 (Swedish)In: Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet / [ed] Anna Cregård, Erik Berntson, Stefan Tengblad, Stockholm: Natur och kultur, 2018, 1, p. 9-21Chapter in book (Other academic)
Place, publisher, year, edition, pages
Stockholm: Natur och kultur, 2018 Edition: 1
National Category
Social Sciences Economics and Business Business Administration
Identifiers
urn:nbn:se:his:diva-15073 (URN)978-91-27-82254-2 (ISBN)978-91-27-82429-4 (ISBN)
Available from: 2018-04-17 Created: 2018-04-17 Last updated: 2018-06-08Bibliographically approved
Tengblad, S., Berntson, E. & Cregård, A. (2018). Organisatorisk komplexitet är också en möjlighet (1ed.). In: Anna Cregård, Erik Berntson, Stefan Tengblad (Ed.), Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet (pp. 183-195). Stockholm: Natur och kultur
Open this publication in new window or tab >>Organisatorisk komplexitet är också en möjlighet
2018 (Swedish)In: Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet / [ed] Anna Cregård, Erik Berntson, Stefan Tengblad, Stockholm: Natur och kultur, 2018, 1, p. 183-195Chapter in book (Other academic)
Place, publisher, year, edition, pages
Stockholm: Natur och kultur, 2018 Edition: 1
National Category
Social Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-15072 (URN)978-91-27-82254-2 (ISBN)978-91-27-82429-4 (ISBN)
Available from: 2018-04-17 Created: 2018-04-17 Last updated: 2018-06-08Bibliographically approved
Tengblad, S. & Oudhuis, M. (2018). Organization resilience: What makes companies and organizations sustainable?. In: Stefan Tengblad, Margareta Oudhuis (Ed.), The Resilience Framework: Organizing for Sustained Viability (pp. 3-17). Singapore: Springer
Open this publication in new window or tab >>Organization resilience: What makes companies and organizations sustainable?
2018 (English)In: The Resilience Framework: Organizing for Sustained Viability / [ed] Stefan Tengblad, Margareta Oudhuis, Singapore: Springer, 2018, p. 3-17Chapter in book (Refereed)
Abstract [en]

Organizational resilience deals with companies’  and organizations’ ability to survive, or more positively stated, to maintain their vitality in a changing world that constantly requires adaptation. This chapter introduces and describes the concept of organizational resilience and presents an overview of the book.

A resilient company or organization is in the chapter defi ned as the capacity to use its technical, economic and social resources in order to develop long-term skills and competencies, in an efficient, reliable and flexible manner, and in a way it could manage challenges and exploit opportunities. This definition is developed both by acknowledging previous defi nitions and also by using the theoretical framework of the book consisting of evolutionary theory, complexity theory and practice theory of management.

Place, publisher, year, edition, pages
Singapore: Springer, 2018
Series
Work, Organization, and Employment, ISSN 2520-8837, E-ISSN 2520-8845
National Category
Social Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-14661 (URN)10.1007/978-981-10-5314-6_1 (DOI)978-981-10-5314-6 (ISBN)978-981-10-5313-9 (ISBN)
Available from: 2018-01-17 Created: 2018-01-17 Last updated: 2018-04-25Bibliographically approved
Tengblad, S. (2018). Organizational resilience: Theoretical framework. In: Stefan Tengblad, Margareta Oudhuis (Ed.), The Resilience Framework: Organizing for Sustained Viability (pp. 19-38). Singapore: Springer
Open this publication in new window or tab >>Organizational resilience: Theoretical framework
2018 (English)In: The Resilience Framework: Organizing for Sustained Viability / [ed] Stefan Tengblad, Margareta Oudhuis, Singapore: Springer, 2018, p. 19-38Chapter in book (Refereed)
Abstract [en]

 In this chapter, a general theoretical framework of the book is presented. The framework builds on various sources of literature and in particular on an organic view on economic and organizational development. Using the classical concepts of variation, selection and retention, organizational resilience is seen as the capacity of a company to over time become a selected variation in the marketplace.

Furthermore‚  the framework builds on findings from complexity theory that highlights the centrality of unforeseen events and unanticipated consequences. Such events and consequences can be both positive and negative (serendipities as well as severe challenges). The chapter ends in a new model that emphasizes the importance for a resilient organization to find an adequate balance between reliability,efficiency and change capacity.

Place, publisher, year, edition, pages
Singapore: Springer, 2018
Series
Work, Organization, and Employment, ISSN 2520-8837, E-ISSN 2520-8845
National Category
Social Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-14657 (URN)10.1007/978-981-10-5314-6_2 (DOI)978-981-10-5313-9 (ISBN)978-981-10-5314-6 (ISBN)
Available from: 2018-01-17 Created: 2018-01-17 Last updated: 2018-04-25Bibliographically approved
Tengblad, S. (2018). Resilient leadership: Lessons from three legendary business leaders. In: Stefan Tengblad, Margareta Oudhuis (Ed.), The Resilience Framework: Organizing for Sustained Viability (pp. 89-108). Singapore: Springer
Open this publication in new window or tab >>Resilient leadership: Lessons from three legendary business leaders
2018 (English)In: The Resilience Framework: Organizing for Sustained Viability / [ed] Stefan Tengblad, Margareta Oudhuis, Singapore: Springer, 2018, p. 89-108Chapter in book (Refereed)
Abstract [en]

One way of gaining knowledge about organizational resilience is to studying business leaders who have contributed to create companies and business models with long endurance. In this chapter three successful Swedish business leaders are described and analyzed in accordance with the theoretical framework of the book. Some important results emerge from the analysis. First, an emphasis on creating decentralized organizations based on an active followership and trust is revealed. Second, the business leaders in question have shown the courage and capability to develop strategies even if they did not correspond to at the moment popular beliefs in society, and third the business leaders have shown the ability to find creative solution to situations they did not foresee, which included abandoning a previous strategy (i.e. fl exible adaption).

Place, publisher, year, edition, pages
Singapore: Springer, 2018
Series
Work, Organization, and Employment, ISSN 2520-8837, E-ISSN 2520-8845
National Category
Social Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-14660 (URN)10.1007/978-981-10-5314-6_6 (DOI)978-981-10-5313-9 (ISBN)978-981-10-5314-6 (ISBN)
Available from: 2018-01-17 Created: 2018-01-17 Last updated: 2018-04-25Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-8136-4233

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