What we know and do not know about organizational resilience

Abstract

We present a literature review about organizational resilience, with the goal of identifying how organizational resilience is conceptualized and assessed. The two research questions that drive the review are: (1) how is organizational resilience conceptualized? and (2) how is organizational resilience assessed? We answer the first question by analysing organizational resilience definitions and the attributes or characteristics that contribute to develop resilient organizations. We answer the second question by reviewing articles that focus on tools or methods to measure organizational resilience. Although there are three different ways to define organizational resilience, we found common ideas in the definitions. We also found that organizational resilience is considered a property, ability or capability that can be improved over time. However, we did not find consensus about the elements that contribute to improving the level of organizational resilience and how to assess it. Based on the results of the review, we propose a conceptualization of organizational resilience that integrates the three views found in the literature. We also propose a four-level Maturity Model for Organizational Resilience – MMOR. Using this model, the organization can be in one of the following levels based on its ability and capacity to handle disruptive events: fragile, robust, resilient or antifragile.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 229 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.