Exploring Organizational Resilience Through Key Performance Indicators

Maria Júlia Eyng Werner · ANA PAULA LOUISE YAMADA · Enzo Domingos · Luciana Rosa Leite · Carla Roberta Pereira

96 citations0/0 files storedJournal of Industrial and Production Engineering

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Supply Chain Resilience and Risk Management Accounting and Organizational Management Quality and Supply Management

Abstract

Key Performance Indicators (KPIs) are quantifiable aspects (widely used by national and global enterprises) that help in the process of monitoring and managing goals and organizational plans. This study intends to empirically explore the influence of non-financial KPIs to generate organizational resilience. In-depth case studies were conducted in two enterprises embedded in the metal-mechanical sector in Brazil. As a result, 29 KPIs (20 of them were empirically identified) and 13 Elements of Resilience (EoR) were discussed. Due to different organizational strategies from each company, each case presented a key KPI that was predominant in creating organizational resilience. Company T focused on the stock level (SLE), whilst Company S on Supplier Quality Score (SQS). This study contributes by exploring the relation between non-financial KPIs and EoR, thus highlighting KPIs to help managers to deal with unpredictable disruptive situations to make assertive decisions and help their organizations become competitive and sustainable.

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References

1991Case Study Research: Design and Methods 2004Building the Resilient Supply Chain 2009Understanding the concept of supply chain resilience 1980The Case for Qualitative Research 2005A supply chain view of the resilient enterprise 1998Building operations management theory through case and field research 2010Qualitative case studies in operations management: Trends, research outcomes, and future research implications 2014Renaissance of case research as a scientific method

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