Survival as an organizational goal

Abstract

Purpose This article proposes that survival can be a legitimate organizational goal, challenging a common view that dismisses it as unambitious or contrary to innovation. Drawing parallels from nature and survival strategies across various systems, it advocates that organizations, much like living organisms, should prioritize survivability (i.e. ability to survive) to ensure long-term success. Contrary to being seen as limiting, survival, when understood in its broad sense, can encompass and enhance performance goals such as growth. The article outlines the ERP factors —efficiency, resilience and prominence—as key to achieving survivability, offering a framework for organizations to manage resources, adapt to external forces and balance visibility to thrive amidst challenges. Design/methodology/approach Conceptual framework. Findings This model introduces the significance of survivability as an organizational goal. Originality/value This article argues for the consideration of survival as an overarching organizational goal, challenging the prevalent view that dismisses it as unambitious or contrary to innovation.