The resilience framework : organizing for sustained viability
著者
書誌事項
The resilience framework : organizing for sustained viability
(Work, organization, and employment)
Springer, c2018
大学図書館所蔵 全1件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references (p. 249-264)
内容説明・目次
内容説明
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 research 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.
目次
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.
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