 Understanding organizational resilience. Chapter 3 in Resilience and the Management of Nonprofit Organizations, 2022, pp 35-44 from Edward Elgar Publishing Abstract: Organizational slack serves to buffer nonprofit organizations in times of crisis and should not be viewed as simply a manifestation of inefficiency. A resilient organization will seek to tune its levels of slack following the Goldilocks principle - enough to navigate crises but not so much as to undermine the organization's operational effectiveness. In a crisis a resilient organization will draw on its slack to maintain its viability; in better times it will rebuild its slack to comfortable levels and use it to lubricate and build its operation. A resilient organization is also a learning organization that measures its current state of wellbeing and the potential risks it faces, and learns from crises to improve the ways that it operates and the new opportunities it may be able exploit. Nonprofit resilience strategy is multidimensional involving scrutiny of several important dimensions of management where slack and learning can be examined including balance sheets, cost structure, sources of income, technology, human resources, network relationships and data systems. Each of these is studied in the chapters to follow. Keywords: Business and Management; Economics and Finance (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:elg:eechap:20872_3 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Chapters from Edward Elgar Publishing |
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