Regenerating after a Global Crisis: A Case Study of Resilience

Anne-Sophie Thelisson () and Olivier Meier
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Anne-Sophie Thelisson: UR CONFLUENCE : Sciences et Humanités (EA 1598) - UCLy - UCLy (Lyon Catholic University), ESDES - ESDES, Lyon Business School - UCLy - UCLy - UCLy (Lyon Catholic University)

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Abstract: Organizational resilience, defined by a firm's speed in reaching a dynamic equilibrium after a shock and after the shocks are absorbed, and crisis management are critical in a global crisis. The concept of resilience is increasingly used in the economic press; nevertheless, few studies demonstrate empirically how firms became resilient and the lessons to be learned from it. Traditionally, the concept of resilience is approached as resistance in the face of a crisis. The authors go further by showing three-loop learning, which is part of a logic of innovation and regeneration. This study aims to examine how a business can regenerate itself by effectively managing the external threats and disruptions caused by a crisis. Also, this study deepens knowledge on learning process. The double-loop learning process is known in the literature as enabling firms to learn from unexpected events and react accordingly. The findings point out a third loop implying the co-invention of a new business model and a collective mindfulness of changes made.

Keywords: Real-time case study; Merger negotiations; Crisis management; Learning process; Organizational resilience; Longitudinal case study (search for similar items in EconPapers)
Date: 2024-03
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Published in Journal of Business Strategy, 2024, 45 (3), pp.153-160. ⟨10.1108/JBS-01-2023-0015⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05262089

DOI: 10.1108/JBS-01-2023-0015

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