Can a Firm Develop a Burnout Resilience Capability?

Yevgen Bogodistov () and Jürgen Moormann ()
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Yevgen Bogodistov: Management Center Innsbruck
Jürgen Moormann: Frankfurt School of Finance & Management

Chapter Chapter 7 in Process Management and Burnout Prevention, 2024, pp 273-296 from Springer

Abstract: Abstract While in the previous chapter we went down the rabbit hole and became very concrete regarding the application of tools from process management, in this chapter we go back to the organisation’s level and try to show the bigger picture of your burnout prevention activities – development of burnout resistance or even a burnout resilience capability. First, we discuss what an organisational capability is. Second, we talk about how one can measure an organisational capability. Finally, we give some advice concerning capability development. This chapter is designed to help you convince your executive board or those responsible for your organisation’s strategy of your change initiative, as top managers think in abstract terms of organisational capabilities (also called “competencies”) and not in terms of tools, exercises, or local (e.g. team or department) problems.

Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-031-56615-8_7

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DOI: 10.1007/978-3-031-56615-8_7

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