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

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

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Bibliographic Details
Superior document:Public Sector Organizations Series
:
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
Online Access:
Physical Description:1 online resource (356 pages)
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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.

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