ORGANISATIONAL RESILIENCE: CREATING AMBIDEXTERITY IN STRATEGIC AND OPERATIONAL RESILIENCE-Reference-Cited by-同舟云学术

ORGANISATIONAL RESILIENCE: CREATING AMBIDEXTERITY IN STRATEGIC AND OPERATIONAL RESILIENCE

Published:2022-05-16 Issue: Volume: Page:
ISSN:2029-929X
Container-title:12th International Scientific Conference “Business and Management 2022”
language:
Short-container-title:

Author:

Colberg Tim¹

Affiliation:

1. Department of Management, BA School of Business and Finance, Kr. Valdemara str. 161, Riga, Latvia

Abstract

In the current unstable business environment, resilience in organisations might be an enabler to withstand this uncertainty. This study aims to separate strategic and operational resilience and discuss the simultaneous ap-proachability to enhance the understanding of resilience. Therefore, this conceptual research applies a literature review of leading publications in organisational ambidexterity and organisational resilience. Achieving organisational resil-ience is possible by seeing resilience, not as a standalone function, but by sensing and seizing opportunities and threats and transforming the business model into a resilient state by pursuing an ambidextrous organisation by exploiting op-erational and exploring strategic resilience. Combining organisational resilience and ambidexterity into one framework can help organisations and management prepare for and deal with uncertainty by building resilience on the strategic and operational levels.

Publisher

Vilnius Gediminas Technical University

Reference61 articles.

1. Acuti, D., Bellucci, M., & Manetti, G. (2020). Company disclosures concerning the resilience of cities from the Sustainable Development Goals (SDGs) perspective. Cities, 99, 102608. https://doi.org/10.1016/j.cities.2020.102608

2. Adger, W. N. (2006). Vulnerability. Global Environmental Change, 16(3), 268-281. https://doi.org/10.1016/j.gloenvcha.2006.02.006

3. Annarelli, A., & Nonino, F. (2016). Strategic and operational management of organisational resilience: Current state of research and future directions. Omega, 62, 1-18. https://doi.org/10.1016/j.omega.2015.08.004

4. Appiah, G., Amankwah-Amoah, J., & Lui, Y. L. (2020). Organisational architecture, resilience, and cyberattacks. IEEE Transactions on Engineering Management, 1-16. https://doi.org/10.1109/TEM.2020.3004610

5. Battisti, M., Beynon, M., Pickernell, D., & Deakins, D. (2019). Surviving or thriving: The role of learning for the resilient performance of small firms. Journal of Business Research, 100, 38-50. https://doi.org/10.1016/j.jbusres.2019.03.006

Cited by 2 articles. 订阅此论文施引文献订阅此论文施引文献，注册后可以免费订阅5篇论文的施引文献，订阅后可以查看论文全部施引文献

1. Enterprise Risk Management and Resilience in SMEs During COVID-19 Pandemic: The Case of Italian Dealerships;Management for Professionals;2024

2. The role of management control and integrated information systems for the resilience of SMEs;Review of Managerial Science;2023-03-28