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      Strategic Management of Organizational Resilience (SMOR): a Framework Proposition Translated title: Gestão Estratégica de Resiliência Organizacional (GERO) Proposição de framework

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          Abstract

          Abstract Purpose: To present and describe the Strategic Management of Organizational Resilience (SMOR) framework, as well as to analyze it based on the strategies used by four Brazilian organizations in this current time of intense vulnerability due to the worldwide pandemic triggered by COVID-19 at the beginning of 2020. Theoretical framework: Organizational resilience and related management practices. Design/methodology/approach: A literature review; bibliometrics relating to organizational resilience; the SMOR theoretical framework; an analysis of this framework within four Brazilian organizations, based on qualitative research and interviews, aiming to identify the strategic actions adopted by these organizations before and during COVID-19. Findings: The organizations analyzed, which were different sizes and from different sectors, presented common points directly linked to the dimensions of SMOR: systematic analysis of scenarios; partnerships with stakeholders; systematic sharing of information; decision-making ability; financial management; rapid response and learning ability. Practical & social implications: The research contributes to understanding how organizations can improve their culture of resilience and, therefore, deal more assertively with vulnerabilities and disasters of different natures. The COVID-19 pandemic has forced the world and organizations to reinvent themselves. In this context, the SMOR framework aims to provide a more detailed understanding of environmental risk / vulnerability management. Originality/value: The SMOR framework helps organizations with different levels of complexity to understand their strengths and weaknesses, assess internal and external scenarios, and systematically analyze their processes, with the aim of strategically managing their respective resilience.

          Translated abstract

          Resumo Objetivo: Apresentar o framework Gestão Estratégica de Resiliência Organizacional (GERO) e analisá-lo com as estratégias utilizadas por quatro organizações brasileiras, em um momento de intensa vulnerabilidade: a pandemia deflagrada pela COVID-19 no início de 2020. Referencial teórico: Resiliência organizacional e práticas de gestão correlatas a resiliência organizacional. Metodologia: Revisão da literatura; bibliometria sobre Resiliência Organizacional; proposição do framework teórico GERO; análise desse framework junto a quatro organizações brasileiras, a partir de pesquisa qualitativa, com aplicação de entrevistas, visando identificar ações estratégicas adotadas por essas organizações, antes e durante a COVID-19. Resultados: As organizações analisadas, de setores e tamanhos diversos, apresentaram pontos comuns diretamente ligados às dimensões do GERO: análise sistemática de cenários; parceria com stakeholders; compartilhamento sistemático das informações; capacidade de tomada de decisão; gerenciamento financeiro; capacidade rápida de resposta e de aprendizagem. Implicações práticas e sociais da pesquisa: Entendimento sobre como as organizações podem aprimorar a cultura da resiliência, lidando de forma mais assertiva com vulnerabilidades e desastres de diferentes naturezas. A COVID-19 impôs que o mundo e as organizações se reinventassem, e o GERO busca trazer uma compreensão mais detalhada do gerenciamento dos riscos/ vulnerabilidades ambientais. Contribuições (originalidade e valor): O framework GERO pode contribuir para que organizações, de diferentes níveis de complexidade, entendam suas forças e fraquezas, cenários internos e externos, e analisem seus processos sistematicamente, visando gerenciar estrategicamente suas respectivas resiliências.

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          Most cited references64

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          Community resilience as a metaphor, theory, set of capacities, and strategy for disaster readiness.

          Communities have the potential to function effectively and adapt successfully in the aftermath of disasters. Drawing upon literatures in several disciplines, we present a theory of resilience that encompasses contemporary understandings of stress, adaptation, wellness, and resource dynamics. Community resilience is a process linking a network of adaptive capacities (resources with dynamic attributes) to adaptation after a disturbance or adversity. Community adaptation is manifest in population wellness, defined as high and non-disparate levels of mental and behavioral health, functioning, and quality of life. Community resilience emerges from four primary sets of adaptive capacities--Economic Development, Social Capital, Information and Communication, and Community Competence--that together provide a strategy for disaster readiness. To build collective resilience, communities must reduce risk and resource inequities, engage local people in mitigation, create organizational linkages, boost and protect social supports, and plan for not having a plan, which requires flexibility, decision-making skills, and trusted sources of information that function in the face of unknowns.
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            Building the Resilient Supply Chain

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              Understanding the concept of supply chain resilience

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                Author and article information

                Journal
                rbgn
                Revista Brasileira de Gestão de Negócios
                Rev. bras. gest. neg.
                Fundação Escola de Comércio Álvares Penteado (São Paulo, SP, Brazil )
                1806-4892
                1983-0807
                September 2021
                : 23
                : 3
                : 536-556
                Affiliations
                [1] Rio de Janeiro Rio de Janeiro orgnamePontifícia Universidade Católica do Rio de Janeiro Brazil
                [2] Rio de Janeiro Rio de Janeiro orgnamePontifícia Universidade Católica do Rio de Janeiro Brazil
                Article
                S1806-48922021000300536 S1806-4892(21)02300300536
                10.7819/rbgn.v23i3.4118
                8da03f04-4088-440c-9664-84292fa40045

                This work is licensed under a Creative Commons Attribution 4.0 International License.

                History
                : 11 February 2021
                : 27 April 2020
                Page count
                Figures: 0, Tables: 0, Equations: 0, References: 66, Pages: 21
                Product

                SciELO Brazil

                Categories
                Articles

                Gestão estratégica de resiliência organizacional,COVID-19,organizational adaptation and flexibility,environmental uncertainty and risk,environmental variability and adversity,Strategic management of organizational resilience,adaptação e flexibilidade organizacional,incerteza e risco ambiental,variabilidade e adversidade ambiental

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