The Resilience Architecture Framework: Four organizational archetypes

► We challenge the perception of organizational resilience as a positive construct. ► Resilience as adaptation (offense) or resistance (defense) to disturbance. ► Resilience can be desirable or undesirable depending on the system state. ► Four organizational archetypes emerge from this conceptualiza...

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Bibliographic Details
Published in:European management journal 2014-02, Vol.32 (1), p.104-116
Main Authors: Mamouni Limnios, Elena Alexandra, Mazzarol, Tim, Ghadouani, Anas, Schilizzi, Steven G.M.
Format: Article
Language:English
Subjects:
Divergence
Dynamics
Integrated approach
Management techniques
Organizational adaptation
Organizational behavior
Organizational behaviour
Organizational research
Organizational rigidity
Organizational structure
Resilience
Studies
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Summary:► We challenge the perception of organizational resilience as a positive construct. ► Resilience as adaptation (offense) or resistance (defense) to disturbance. ► Resilience can be desirable or undesirable depending on the system state. ► Four organizational archetypes emerge from this conceptualization of resilience. ► Case study examples illustrate classification based on the archetypes. This paper extends prior research in organizational resilience, which has failed to recognize that resilience can be a desirable or undesirable system characteristic depending on the system state. We introduce an organizational typology, the Resilience Architecture Framework (RAF), which forms a platform for the integration of divergent research streams – organizational rigidity, dynamic capabilities and organizational ambidexterity – into the study of organizational resilience. We conclude with framework implications and directions for future research.
ISSN:0263-2373
1873-5681
DOI:10.1016/j.emj.2012.11.007