A Resource-Based Model of Organizational Resilience
This chapter presents a three-dimensional resource-based model of organizational resilience. The first dimension is financial resources, i.e. economic assets, earnings capacity and intangibilities. The second dimension is technical resources which include
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A Resource-Based Model of Organizational Resilience Stefan Tengblad
Abstract This chapter presents a three-dimensional resource-based model of organizational resilience. The first dimension is financial resources, i.e. economic assets, earnings capacity and intangibilities. The second dimension is technical resources which include products, services, production and supply chains as well as know-how in areas such as innovation, information systems, management of human resources and commerce. The third and final dimension is social resources which relate to various kinds of relations to stakeholders: employees, customers, suppliers, owners, creditors, etc. The importance of a constructive followership is stressed. In the end of the chapter, it is discussed how these three dimensions interact with each other. Therefore it is a need of taking a holistic perspective in decision-making and the ability to act swift, agile and imaginatively for preventing crises and to exploit opportunities. Keywords Financial resources Followership Agility
Technical resources
Social resources
As defined and discussed in Chapters 1 and 2, organizational resilience is the power over time to retain a selected variation among users and customers by operating in a reliable, efficient, and flexible (change-competent) way. The way in which organizations develop this capability is the subject of this chapter. The chapter begins with a conceptual model of financial, technical, and social resources. Table 3.1 presents these resources with their five sub-resources, all of which are mutually influential, and the building blocks of the resilient capabilities. (Chapter 14 summarizes the relationship among resources, capabilities, and processes for organizational resilience).
S. Tengblad (&) University of Skövde, Skövde, Sweden e-mail: [email protected] © Springer Nature Singapore Pte Ltd. 2018 S. Tengblad and M. Oudhuis (eds.), The Resilience Framework, Work, Organization, and Employment, DOI 10.1007/978-981-10-5314-6_3
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Table 3.1 A resource-based model of organizational resilience Financial resources
Technical resources
Social resources
Ability to pay (liquid assets)
Products and services
Creditworthiness (financial balance) Earnings capacity (cash flow and profitability) Financial contracts and economic rights Intangible assets (e.g., patents and goodwill)
Production technology and work organisation Logistics and supply chains
Followership and relationships with unions Customer relationships
Table 3.2 Financial resources for organizational resilience
3.1
Information systems Technical know-how and innovation
Relationships with suppliers and partners Relationships with owners and other financiers Relationships with other stakeholders
Financial resources Ability to pay (liquid assets) Creditworthiness (financial balance) Earnings capacity (cash flow and profitability) Financial contracts and economic rights Intangible assets (e.g., patents and goodwill)
Financial Resources
Companies use their financial resour
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