Towards Resilient Organizations and Societies : : A Cross-Sectoral and Multi-Disciplinary Perspective.

• Superior document: Public Sector Organizations Series
• Author: Pinheiro, Rómulo.
• TeilnehmendeR: Frigotto, Maria Laura.; Young, Mitchell.
• Place / Publishing House: Cham : : Springer International Publishing AG,, 2021.; {copy}2022.
• Year of Publication: 2021
• Edition: 1st ed.
• Language: English
• Series: Public Sector Organizations Series
• Physical Description: 1 online resource (356 pages)

Table of Contents

Intro -- Foreword -- References -- Acknowledgments -- Praise for Towards Resilient Organizations and Societies -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- Part I Resilience: Antecedents, Paradigms and Perspectives -- 1 Resilience in Organizations and Societies: The State of the Art and Three Organizing Principles for Moving Forward -- The Centrality of Resilience Today -- The Concept of Resilience -- Missing Links on Resilience: Five Key Questions -- Organizing Principles for Resilience -- Stability and Change -- Adversity and Novelty -- Temporality -- Scales of Resilience -- Rationale and Scope of the Volume -- Presentation of the Chapters -- Final Remarks -- References -- Part II Resilience in Organisations -- 2 Decision Premises, Learning and Organizational Resilience Addressing Novel Adversities -- Introduction -- Fighting an Everlasting Fire -- The Challenge of New Emergencies -- Acquiring New Problem Representations -- The Structure of Roles -- The Role of Challenger of Decision Premises -- A Theoretical Perspective on the Everlasting Fire -- Conclusions -- References -- 3 Installing an Action Space for Resilience in Surprising Situations -- Introduction -- Theoretical Background -- Resilience and Resilient Action -- Antecedents of Resilient Action -- The Role of Rules -- The Power of Drill -- Exaptation -- Empirical Study -- Research Setting -- Analysis -- Findings -- Background Knowledge -- Training -- Stabilizing the Action System -- Expanding Option Space -- A Relational Model Between Skill Development and Resilient Action in Surprising Situations -- Discussion and Conclusion -- References -- 4 Building Resilience in Temporary Organizations: Lessons from a Shipyard -- Introduction -- Ensuring Resilience in Temporary Organizing Contexts.

Coordination Between Occupational Groups as a Source of Project Resilience -- Methods -- Data Collection -- Data Analysis -- Empirical Findings -- Achieving Resilience by Adapting the Workforce to Carry Out a Technologically and Organizationally Complex Project -- Occupational Groups Contributing to Resilience by Maintaining Operational Expertise Throughout the Project -- Coordinating Working Practices in Temporary Organizing Contexts: Support for Project Resilience -- Discussion and Conclusion -- Resilience in the Tension Between Permanent and Temporary Forms of Organizing -- Managerial Contributions -- Limitations and Avenues for Further Research -- References -- 5 A Practical Perspective on Resilience in Organizations: The Interplay Between Structure and Action -- Introduction -- Organizational Resilience and Practice -- Schatzki's Approach to Practices -- Resilience Structure and Action Interplay -- Case Studies -- Data Collection and Analysis -- Findings -- General Understanding -- Practical Understanding -- Rules -- Teleo-Affective Structure -- Discussion -- References -- 6 Growing and Adapting During Continuous Change: Building Employee Resilience in the Public Sector -- Resilience in the Public Sector -- Method -- Public Sector Environments and Need for Resilience -- Resilient Employee Behaviours -- Leadership for Resilience and Growth -- Seeing People as 'Developable', Not as Broken or Fixed -- Supporting Personal Goals -- Providing Both Challenging Tasks and Safe Failures -- Managing the Whole Team -- Concluding Remarks -- References -- Part III Resilience in Organizational Fields and Societies -- 7 The Post-entrepreneurial University: The Case for Resilience in Higher Education -- Introduction -- The Entrepreneurial University: Tracing the Origins of a (Misunderstood) Idea -- The Sociological School -- The Innovation School.

Reframing the Entrepreneurial University Through the Prism of NPM -- Tensions and Their Resolution in a Resilience Model -- Conclusion -- References -- 8 Organizational Persistence in Highly Institutionalized Environments: Unpacking the Relation Between Identity and Resilience -- Introduction -- Organizational Identity-An Elusive Construct -- Identity and Resilience -- The Dynamics of Legitimacy in Forming Organizational Identities -- Identity Formation and Resilience in Contested Fields-Key Assumptions -- Empirical Context: Scandinavian Higher Education -- Empirical Vignette: Örebro University -- Critical Juncture 1: Aspirations to Become a New Kind of University -- Critical Juncture 2: Vision 2005 -- Critical Juncture 3: University Status Awarded -- Discussion -- Identity Formation Over Time: Centrality, Endurance and Distinctiveness -- Identity, Legitimacy and the Regulative Pillar: The State -- Identity, Legitimacy and the Normative Pillar: The Organizational Field -- Identity, Legitimacy, and the Cultural-Cognitive Pillar: The Role of Institutionalization -- Identity and Resilience -- Conclusion -- References -- 9 Resilience and Change in Opera Theatres: Travelling the Edge of Tradition and Contemporaneity -- Introduction -- Resilience: Between Absorption, Adaptation and Transformation -- Archetype Change -- Research Design -- The Opera as an Archetype -- Operatic Essence and Meaning -- Sprouting and Spreading -- Struggling -- Re-novelling -- Operatic Organizational Structures -- Operatic Professionalism: From Amateurs to Professional Artists -- Discussion -- References -- 10 Being Resilient Between the Region and the Higher Education System? Views on Regional Higher Education Institutions in Estonia and Finland -- Introduction -- Theoretical Backdrop -- Organizational Resilience and Coevolution in Different Contexts.

Regional Higher Education Institutions and Regional Resilience -- Regional Higher Education Institutions and the Higher Education System -- Empirical Section -- Case 1. Kuressaare, Estonia -- Regional HEIs in the Estonian Higher Education System -- Saaremaa and Kuressaare College -- Kuressaare College and Regional Resilience -- Kuressaare College and the Evolving Higher Education System -- Case 2. Seinäjoki, Finland -- Regional HEIs in the Finnish Higher Education System -- South Ostrobothnia and University Consortium of Seinäjoki -- UCS and Regional Resilience -- UCS and the Evolving Higher Education System -- Discussion and Conclusion -- Organizational Resilience of RHEIs -- The Resilience of RHEIs is Rooted in Smallness -- RHEIs Being Resilient Between the Region and HES -- References -- 11 Agency, Institutions and Regional Resilience: An Approach from the Basque Region -- Introduction -- Regional Resilience and the Role of Policies -- Regional Development and Path Dependence -- Agency, Institutional Entrepreneurship and Resilience -- Agency, Institutions and Resilience in the Basque Country -- Discussion and Conclusions -- References -- Part IV Taking Stock and Moving Forward -- 12 Towards Resilient Organisations and Societies? Reflections on the Multifaceted Nature of Resilience -- Introduction -- Comparing and Discussing the Cases Thematically -- Structure and Agency -- Grouping the Chapters on a Novelty and Temporality Matrix -- Towards an Interdisciplinary Resilience Framework for Resilience Organizations and Societies -- References -- Index.