The role of diversity in organizational resilience: a theoretical framework
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The role of diversity in organizational resilience: a theoretical framework Stephanie Duchek1 Ianina Scheuch1
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Sebastian Raetze1
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Received: 24 May 2017 / Accepted: 4 January 2019 The Author(s) 2019
Abstract Organizations today operate in an increasingly complex and turbulent world in which unexpected events are omnipresent. Thus, they need to develop resilience capabilities to manage unexpected disruptions, maintain high performance, and even thrive and grow. In research, there are preliminary indications that diversity could play an important role in the development of resilience in organizations. However, although there are numerous studies on both resilience and diversity, the connection between the two constructs remains largely unexplored. Our paper aims to narrow this research gap by answering the following questions: What role does diversity play in the development of organizational resilience? What does this mean for resilience-enhancing diversity management? To answer these questions, we link existing research on elements of organizational resilience and outcomes of diversity in organizations. By developing a theoretical framework, formulating propositions, and discussing implications for further research, this paper provides a foundation for future empirical research. Moreover, it offers useful insights into the successful management of organizational resilience. Keywords Organizational resilience Resilience capabilities Diversity Resilience-enhancing diversity management
1 Introduction Due to advancing globalization and the internationalization of business activities, firms operate in an increasingly complex and turbulent world in which unexpected events are omnipresent (Grote 2009; McCann et al. 2009). Political and legal & Sebastian Raetze [email protected] 1
Faculty of Business and Economics, TU Dresden, 01062 Dresden, Germany
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Business Research
changes, high market volatility, and global financial crises are only three examples of turbulence that may threaten a firm’s survival. To be sustainably successful, firms need to develop organizational resilience, which can be defined as the ability to anticipate potential threats, to cope effectively with unexpected events, and to learn from these events in order to produce a dynamic capability that is directed toward facilitating organizational change (Duchek 2014). Resilience allows for effectively handling crises and can even be a source of competitive advantage (Hamel and Vaelikangas 2003; Sheffi 2005) and long-term success (Coutu 2002; Horne 1997). To develop organizational resilience, firms require adequate resources that support the development of resilience capabilities such as financial reserves, redundancy, and positive relationships (e.g., Kendra and Wachtendorf 2003; Gittell et al. 2006; Va¨likangas and Romme 2013). There are preliminary indications that diversity also plays an important role in the development of resilience in organizations (see, e.g., Filatotchev and Toms 2003; Sutcliffe and Vogus 2003; Hong
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