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The resilience framework = organizin...

Tengblad, Stefan.

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The resilience framework = organizing for sustained viability /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The resilience framework/ edited by Stefan Tengblad, Margareta Oudhuis.
其他題名:	organizing for sustained viability /
其他作者:	Tengblad, Stefan.
出版者:	Singapore :Springer Singapore : : 2018.,
面頁冊數:	xxi, 264 p. :ill., digital ;24 cm.
內容註:	Chapter 1: Organization resilience: What makes companies and organizations sustainable? -- Chapter 2: Organizational resilience: Theoretical framework -- Chapter 3: A resource-based model of organizational resilience -- Chapter 4: The champion company that disappeared: A resilience resources analysis of Circuit City -- Chapter 5: BP and Deepwater Horizon: A catastrophe from a resilience perspective -- Chapter 6: Resilient leadership: Lessons from three legendary business leaders -- Chapter 7: Financial resilience: The role of financial balance, profitability, and ownership -- Chapter 8: Resilience in the product-delivery supply chain -- Chapter 9: Followership: An important social resource for organizational resilience -- Chapter 10: Followership for organizational resilience in healthcare -- Chapter 11: Organizational resilience and stagnation at a fashion company -- Chapter 12: Business clusters and organizational resilience -- Chapter 13: Regional resilience -- Chapter 14: Conclusions: The resilience framework summarised.
Contained By:	Springer eBooks
標題:	Organizational resilience. -
電子資源:	http://dx.doi.org/10.1007/978-981-10-5314-6
ISBN:	9789811053146

The resilience framework = organizing for sustained viability /
The resilience frameworkorganizing for sustained viability /[electronic resource] :edited by Stefan Tengblad, Margareta Oudhuis. - Singapore :Springer Singapore :2018. - xxi, 264 p. :ill., digital ;24 cm. - Work, organization, and employment,2520-8837. - Work, organization, and employment..

Chapter 1: Organization resilience: What makes companies and organizations sustainable? -- Chapter 2: Organizational resilience: Theoretical framework -- Chapter 3: A resource-based model of organizational resilience -- Chapter 4: The champion company that disappeared: A resilience resources analysis of Circuit City -- Chapter 5: BP and Deepwater Horizon: A catastrophe from a resilience perspective -- Chapter 6: Resilient leadership: Lessons from three legendary business leaders -- Chapter 7: Financial resilience: The role of financial balance, profitability, and ownership -- Chapter 8: Resilience in the product-delivery supply chain -- Chapter 9: Followership: An important social resource for organizational resilience -- Chapter 10: Followership for organizational resilience in healthcare -- Chapter 11: Organizational resilience and stagnation at a fashion company -- Chapter 12: Business clusters and organizational resilience -- Chapter 13: Regional resilience -- Chapter 14: Conclusions: The resilience framework summarised.

This book puts forward a carefully crafted theoretical framework that makes a substantial contribution to the field of organizational resilience. It is a framework that goes far beyond the traditional crisis management perspective (accidents, scandals, etc) to an investigation of the characteristics and factors that make organizations viable over time. The book creates a much-needed link between human resource management and organizational development on the one hand, and the literature about risk and crises management and resilience engineering on the other. The book assembles several robust social science theories such as evolutionary theory, complexity theory, and institutional theory, as well as concepts from management theory such as followership, organizational trust, open innovation, and serendipity management into a coherent framework. It also integrates important models from the field of resilience engineering that have not previously been included in the re search on organizational resilience. Several new models are used to present the theoretical framework, models that have relevance for researchers as well as practitioners. In addition to the theoretical framework, all chapters are set in various practical environments that both illustrate the use of resilience resources and align with the framework itself.

ISBN: 9789811053146

Standard No.: 10.1007/978-981-10-5314-6doiSubjects--Topical Terms:

2165815
Organizational resilience.

LC Class. No.: HD58.9

Dewey Class. No.: 658.406

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520 $a This book puts forward a carefully crafted theoretical framework that makes a substantial contribution to the field of organizational resilience. It is a framework that goes far beyond the traditional crisis management perspective (accidents, scandals, etc) to an investigation of the characteristics and factors that make organizations viable over time. The book creates a much-needed link between human resource management and organizational development on the one hand, and the literature about risk and crises management and resilience engineering on the other. The book assembles several robust social science theories such as evolutionary theory, complexity theory, and institutional theory, as well as concepts from management theory such as followership, organizational trust, open innovation, and serendipity management into a coherent framework. It also integrates important models from the field of resilience engineering that have not previously been included in the re search on organizational resilience. Several new models are used to present the theoretical framework, models that have relevance for researchers as well as practitioners. In addition to the theoretical framework, all chapters are set in various practical environments that both illustrate the use of resilience resources and align with the framework itself.
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