Dissertation
Organizational resilience
Organizational resilience
Conceptual development, empirical findings, and managerial contradictions
Zusammenfassung
Typical terms in organizational resilience definitions are maintenance of positive adjustment or bouncing back. They are very vague and need further specification if they are to be understood. At the beginning of my dissertation in 2016 there were hardly any comprehensive conceptual articles and review papers. Now, in 2020, there are some good conceptual articles (Darkow, 2019; Duchek, 2019; Linnenluecke, 2017; Williams et al., 2017) yet few empirical studies (van der Vegt, Essens, Wahlstrom, & Georg, 2015), which work against the development of a distinct concept by adding more and more factors, so that it is becoming harder to keep track of all factors that influence resilience. Thus, scholars increasingly refer to resilience as an umbrella concept (Darkow, 2019; Duchek, 2019; Klein, Nicholls, & Thomalla, 2003). Although resilience is a young topic in organization science, in other disciplines such as individual psychology (e.g. Cowen, 2001; Kaplan, 1999, 2005) or ecology (e.g. Bodin & Wiman, 2004; Carpenter, Walker, Anderies, & Abel, 2014), scholars seem to be avoiding the word owing to considerable conceptual blurring, calling into question the concept’s overall usefulness (Klein et al., 2003). Based on these aspects, two research objectives (ROs) arose that guided this dissertation from the outset:
RO1: From blurry definitions to a sound construct: Generating a resilience conceptualization that includes sequential differentiation and related capabilities.
RO2: What drives resilience? Identifying and categorizing the vast number of factors that influence resilience and that make up the umbrella construct.
RO1: From blurry definitions to a sound construct: Generating a resilience conceptualization that includes sequential differentiation and related capabilities.
RO2: What drives resilience? Identifying and categorizing the vast number of factors that influence resilience and that make up the umbrella construct.
Zitieren
@phdthesis{doi:10.17170/kobra-202201125412,
author={Haase, Alexander},
title={Organizational resilience},
school={Kassel, Universität Kassel, Fachbereich Wirtschaftswissenschaften},
year={2020}
}
0500 Oax 0501 Text $btxt$2rdacontent 0502 Computermedien $bc$2rdacarrier 1100 2020$n2020 1500 1/eng 2050 ##0##http://hdl.handle.net/123456789/13527 3000 Haase, Alexander 4000 Organizational resilience / Haase, Alexander 4030 4060 Online-Ressource 4085 ##0##=u http://nbn-resolving.de/http://hdl.handle.net/123456789/13527=x R 4204 \$dDissertation 4170 5550 {{Resilienz}} 5550 {{Organisation}} 5550 {{Krise}} 5550 {{Organisationsentwicklung}} 5550 {{Management}} 7136 ##0##http://hdl.handle.net/123456789/13527
2022-01-17T14:43:24Z 2022-01-17T14:43:24Z 2020 doi:10.17170/kobra-202201125412 http://hdl.handle.net/123456789/13527 eng doi:10.1111/jsbm.12511 Attribution-NoDerivatives 4.0 International http://creativecommons.org/licenses/by-nd/4.0/ 650 Organizational resilience Dissertation Typical terms in organizational resilience definitions are maintenance of positive adjustment or bouncing back. They are very vague and need further specification if they are to be understood. At the beginning of my dissertation in 2016 there were hardly any comprehensive conceptual articles and review papers. Now, in 2020, there are some good conceptual articles (Darkow, 2019; Duchek, 2019; Linnenluecke, 2017; Williams et al., 2017) yet few empirical studies (van der Vegt, Essens, Wahlstrom, & Georg, 2015), which work against the development of a distinct concept by adding more and more factors, so that it is becoming harder to keep track of all factors that influence resilience. Thus, scholars increasingly refer to resilience as an umbrella concept (Darkow, 2019; Duchek, 2019; Klein, Nicholls, & Thomalla, 2003). Although resilience is a young topic in organization science, in other disciplines such as individual psychology (e.g. Cowen, 2001; Kaplan, 1999, 2005) or ecology (e.g. Bodin & Wiman, 2004; Carpenter, Walker, Anderies, & Abel, 2014), scholars seem to be avoiding the word owing to considerable conceptual blurring, calling into question the concept’s overall usefulness (Klein et al., 2003). Based on these aspects, two research objectives (ROs) arose that guided this dissertation from the outset: RO1: From blurry definitions to a sound construct: Generating a resilience conceptualization that includes sequential differentiation and related capabilities. RO2: What drives resilience? Identifying and categorizing the vast number of factors that influence resilience and that make up the umbrella construct. open access Haase, Alexander 2020-07-14 V, 167 Seiten Kassel, Universität Kassel, Fachbereich Wirtschaftswissenschaften Eberl, Peter (Prof. Dr.) Seuring, Stefan (Prof. Dr.) Geiger, Daniel (Prof. Dr.) Resilienz Organisation Krise Organisationsentwicklung Management Conceptual development, empirical findings, and managerial contradictions publishedVersion false true
Die folgenden Lizenzbestimmungen sind mit dieser Ressource verbunden: