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Organizational resilience: Theoretical framework
University of Skövde, School of Business. University of Skövde, Enterprises for the Future. (Medarbetarskap och Organisatorisk resiliens, Followership and Organizational Resilience (FORE))ORCID iD: 0000-0001-8136-4233
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. p. 19-38
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: urn:nbn:se:his:diva-14657DOI: 10.1007/978-981-10-5314-6_2ISBN: 978-981-10-5313-9 (print)ISBN: 978-981-10-5314-6 (electronic)OAI: oai:DiVA.org:his-14657DiVA, id: diva2:1175174
Available from: 2018-01-17 Created: 2018-01-17 Last updated: 2018-04-25Bibliographically approved

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Tengblad, Stefan

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CiteExportLink to record
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Citation style
  • apa
  • harvard1
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  • nn-NO
  • nn-NB
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  • Other locale
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Output format
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