A Model for Organizational Resilience

Abstract

Research findings have indicated that the crisis management capacity of social organizations significantly influences the extent to which various communities can adequately which has been defined as an organization's capacity in anticipating crises, minimizing their impacts, resisting resultant damages and effectively responding to and tackling challenging situations, has become a major concern in organizational research. Hence, the purpose of the present study was to identify various facets and indicators of organizational resilience, design a Resilience Model, and thereby, to help organizations to promote their resilience. The Resilient Model was designed employing a qualitative research methodology and using systematic review and interviewing experts as data collection instruments. The Model was validated via confirmatory factor analysis and was employed in evaluating resilience of three leather industrial firms. Results revealed that the firms were not resilient and significantly needed further investigation of organizational resilience indicators and reform planning. This Model can vividly identify strengths and weaknesses of organizational resilience and offer implications for overcoming weaknesses. Encounter crises and rise to challenges. Social organizations play a key role in accelerating the process of restoring social order by offering efficient emergency services. Therefore, organizational resilience

Keywords

• resilience
• organizational resilience
• systematic review
• confirmatory factor analysis