Flexibility, coping capacity and resilience of organizations: between synergy and support

Abstract

PurposeThe purpose of this paper is to study the following related terms: flexibility, resilience and coping capacity, in order to clarify relationships between them.Design/methodology/approachMethods applied in the study include the analysis and synthesis of scientific literature and a critical discussion considering provided references. By drawing on the notion of the ladder of abstraction, conceptual differences between the three terms are proposed.FindingsBased on the most common associations of the terms in the literature, the paper proposes the following relationships between the terms: flexibility is most commonly associated with the inherent property of systems, which allows them to change within pre-established parameters; resilience is the ability of organizations to withstand changes in their environment and still function; coping capacity commonly refers to organizational behavior involving timely purposeful change.Practical implicationsAs managers strive to improve the performance of their organizations in turbulent conditions, the paper provides a useful enhanced understanding of the relative roles that flexibility, resilience and coping capacity play in changes and maintaining the continuity of the organization.Originality/valueWhile confusion between the meanings of these terms has been noted by various authors, the paper is believed to be the first to discuss the three terms in conjunction and thereby propose relationships between them. The proposed framework overcomes existing definitional fragmentation and raises awareness in the conceptualization of terms: flexibility, coping capacity and resilience. We contribute to extant business and management literature by proposing a model indicating the relationships between them.