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- W3037848436 abstract "A series of major earthquakes that struck the Canterbury region of New Zealand provided a rare opportunity for exploring the dynamics of organizational resilience in progress. While research has often focused on single organizations encountering a specific disruption, this situation involved a large-scale crisis that simultaneously affected multiple organizations over an extended timeframe, as destructive tremors continued for many months. We used a mixed methods approach to study 12 lifeline organizations in this disaster context. One component involved focus groups and more than 200 one-to-one interviews. Accompanying this, surveys measured indicators of employee well-being, employee resilience and other factors that emerged from our investigations. The complementary perspectives of organizational resilience and employee resilience were utilized in design and analysis. The findings that resulted were a grounded account of resilience-in-action, tracking the differing resilience trajectories of organizations. Four key areas were found to significantly influence organizational-level resilience; (a) the nature of the leadership, and situational awareness, at senior and middle levels; (b) the extent to which the organization operates with an employee-centric orientation; (c) the internal and external collaboration; and (d) the extent of informal and organizational learning. These can be viewed as organizational adaptive capacities. The findings highlight the interdependency between these four capacities, and how they function as a developmental sequence, progressing from the essential foundations of an employee-centric orientation and collaboration, through to permitting organizational learning and rapid adaptation. The framing of resilience as a process model has significant implications for the development of resilience in organizations." @default.
- W3037848436 created "2020-07-02" @default.
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- W3037848436 date "2020-08-13" @default.
- W3037848436 modified "2023-09-26" @default.
- W3037848436 title "Organizational resilience in action: a study of a large-scale extended-disaster setting" @default.
- W3037848436 doi "https://doi.org/10.4337/9781788112215.00029" @default.
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