An Exploration for the Motives behind Enhancing Senior Banker’s Level of Organizational Resilience: A Holistic Case Study

Mousa Mohamed (), Sai Andrew Adjah () and Salhin Gehad ()
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Mousa Mohamed: Estonian Business School, Estonia
Sai Andrew Adjah: Estonian Business School, Estonia
Salhin Gehad: SB Institution, UK

Journal of Intercultural Management, 2017, vol. 9, issue 4, 141-163

Abstract: Objective: the present paper aims to explore the main motives behind Cairo bank’s attempts to raise its senior bankers’ level of organizational resilience.Methodology: after gathering and investigating all relevant literature about organizational resilience, semi-structured interviews were conducted with 24 of the senior bankers who work at Cairo bank at 6 October city, Giza, Egypt. All interviews were conducted in the Arabic language.Findings: the findings of this study show that senior bankers at Cairo bank, like many other Egyptian classes, struggle in a state of uncertainty and consider it the main motive behind their bank’s attempt to raise their resilience level. The pressure of stakeholders is, to a large extent, present, and there is a thought that fulfilling different societal obligations is a source for economic gains and accordingly, stakeholders’ pressure is a second motive behind raising employees’ organizational resilience. Furthermore, organizational culture adaptability and the tendency to responsively act in line with unpredicted events is a third motive. Finally, senior bankers’ loud voice in calling for continuous grants for education and training has come to be the fourth motive.Value added: the paper is considered the first to qualitatively investigate organizational resilience in Egypt.Recommendations: The researchers are of the view that the development of every departmental agenda for needed resilience is a priority for improving organizational capacity. Moreover, reformulating the bank’s values, operations and activities should also be considered to create a harmony between the external threats and the internal duties. Furthermore, there should be also an orientation to redefine the concept of “uncertainty” from time to time to include socio-political and socio-economic types of risk.

Keywords: organizational resilience; uncertainty; organizational culture adaptability; stakeholders’ pressure; employees’ voice; Egypt (search for similar items in EconPapers)
Date: 2017
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Persistent link: https://EconPapers.repec.org/RePEc:vrs:joinma:v:9:y:2017:i:4:p:141-163:n:9

DOI: 10.1515/joim-2017-0025

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