001358689 000__ 04218cam\a2200529Mi\4500
001358689 001__ 1358689
001358689 003__ OCoLC
001358689 005__ 20230306152806.0
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001358689 007__ cr\nn\nnnunnun
001358689 008__ 170901s2018\\\\si\a\\\\o\\\\\000\0\eng\d
001358689 019__ $$a1100955367
001358689 020__ $$a9789811053146$$q(electronic book)
001358689 020__ $$a9811053146
001358689 020__ $$z9789811053139$$q(print)
001358689 0247_ $$a10.1007/978-981-10-5314-6$$2doi
001358689 035__ $$aSP(OCoLC)1006495845$$z(OCoLC)1100955367
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001358689 049__ $$aISEA
001358689 050_4 $$aHF5549-5549.5
001358689 08204 $$a658.3$$223
001358689 24504 $$aThe Resilience Framework :$$bOrganizing for Sustained Viability /$$cedited by Stefan Tengblad, Margareta Oudhuis.
001358689 264_1 $$aSingapore :$$bSpringer Singapore :$$bImprint :$$bSpringer,$$c2018.
001358689 300__ $$a1 online resource (XXI, 264 pages 19 illustrations, 6 illustrations in color.) :$$bonline resource
001358689 336__ $$atext$$btxt$$2rdacontent
001358689 337__ $$acomputer$$bc$$2rdamedia
001358689 338__ $$aonline resource$$bcr$$2rdacarrier
001358689 347__ $$atext file$$bPDF$$2rda
001358689 4901_ $$aWork, Organization, and Employment,$$x2520-8837
001358689 5050_ $$aChapter 1: Organization resilience: What makes companies and organizations sustainable? -- Chapter 2: Organizational resilience: Theoretical framework -- Chapter 3: A resource-based model of organizational resilience -- Chapter 4: The champion company that disappeared: A resilience resources analysis of Circuit City -- Chapter 5: BP and Deepwater Horizon: A catastrophe from a resilience perspective -- Chapter 6: Resilient leadership: Lessons from three legendary business leaders -- Chapter 7: Financial resilience: The role of financial balance, profitability, and ownership -- Chapter 8: Resilience in the product-delivery supply chain -- Chapter 9: Followership: An important social resource for organizational resilience -- Chapter 10: Followership for organizational resilience in healthcare -- Chapter 11: Organizational resilience and stagnation at a fashion company -- Chapter 12: Business clusters and organizational resilience -- Chapter 13: Regional resilience -- Chapter 14: Conclusions: The resilience framework summarised.
001358689 506__ $$aAccess limited to authorized users.
001358689 520__ $$aThis book puts forward a carefully crafted theoretical framework that makes a substantial contribution to the field of organizational resilience. It is a framework that goes far beyond the traditional crisis management perspective (accidents, scandals, etc) to an investigation of the characteristics and factors that make organizations viable over time. The book creates a much-needed link between human resource management and organizational development on the one hand, and the literature about risk and crises management and resilience engineering on the other. The book assembles several robust social science theories such as evolutionary theory, complexity theory, and institutional theory, as well as concepts from management theory such as followership, organizational trust, open innovation, and serendipity management into a coherent framework. It also integrates important models from the field of resilience engineering that have not previously been included in the re search on organizational resilience. Several new models are used to present the theoretical framework, models that have relevance for researchers as well as practitioners. In addition to the theoretical framework, all chapters are set in various practical environments that both illustrate the use of resilience resources and align with the framework itself.
001358689 650_0 $$aBusiness.
001358689 650_0 $$aOrganization.
001358689 650_0 $$aPlanning.
001358689 650_0 $$aPersonnel management.
001358689 650_0 $$aIndustrial organization.
001358689 655_0 $$aElectronic books
001358689 7001_ $$aTengblad, Stefan,$$eeditor.
001358689 7001_ $$aOudhuis, Margareta,$$eeditor.
001358689 830_0 $$aWork, Organization, and Employment,$$x2520-8837
001358689 852__ $$bebk
001358689 85640 $$3Springer Nature$$uhttps://univsouthin.idm.oclc.org/login?url=https://link.springer.com/10.1007/978-981-10-5314-6$$zOnline Access$$91397441.1
001358689 909CO $$ooai:library.usi.edu:1358689$$pGLOBAL_SET
001358689 980__ $$aBIB
001358689 980__ $$aEBOOK
001358689 982__ $$aEbook
001358689 983__ $$aOnline
001358689 994__ $$a92$$bISE