 Active and passive resilience over the crisis life cycle: An analytical toolLa résilience active et passive sur le cycle de vie de la crise: un outil d’analyseGilles Teneau ()
Post-Print from HAL Abstract: Firstly, let us look at the history of the concept of organisational resilience and then at its definition. We have carried out a fairly wide-ranging review of the literature on authors who have worked on the characteristics and criteria of organisational resilience. We will try to extract the possible forms of resilience (collapse, adaptation to shock, proactive action). Through three case studies within organisations, we have tried to better understand shocks in the face of complex and uncertain crises that could be described as outof-frame or crisis in a hyperturbulent environment. We use the crisis life cycle of ‘before', ‘during' and ‘after' to understand the best time to act. The case studies have enabled us to produce a tool that we have called MIRO or Measuring Indicators of Organisational Resilience. Keywords: Organizational resilence; Crisis; Life cycle; Reactivity; Proactivity; Résilience organisationnelle; Crise; Cycle de vie; Réactivité; Proactivité (search for similar items in EconPapers) Published in Management & Sciences Sociales, 2023, 34, pp.122-136. ⟨10.3917/mss.034.0122⟩ There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04638391 DOI: 10.3917/mss.034.0122 Access Statistics for this paper More papers in Post-Print from HAL |
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