The DOI matches its Crossref record; 18 of the 19 references it cites were found in a registry or an index.
Resilience: Continuous renewal of competitive advantages
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“It refers to the ability to detect critical developments within the firm or in its environment and to adapt proactively (Somers 2009; Ferreira et al. 2011; Teixeira and Werther 2013).”
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“This ability stems mainly from the intrinsic characteristics of each system, which allow us to effectively overcome critical situations [13].”
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“In fact, the idea of “Resilience: Continuous renewal of competitive advantages” (de Oliveira Teixeira and Werther, 2013, p. 333) suggests a close relationship between innovation as a sustained form of competitive advantage and organizational resilience.”
BackgroundConz, E., Magnani, G., Zucchella, A., & Massis, A. D. (2023) · Small Business Economics · doi:10.1007/s11187-022-00718-2 · Cited by 116
“According to the process perspective (Hamel & Välikangas, 2003; Reinmoeller & van Baardwijk, 2005; Teixeira & Werther, 2013), resilience is a dynamic process by which firms build and use their resources to positively adjust and continue to operate before, during and after adversity (Conz & Magnani,…”
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“However, innovation was considered vital during a crisis, and how the company had laid the foundation for a resilient organization through increasing the role of innovation needed further empirical evidence [7,13].”
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“Furthermore, Teixeira and Werther [2] argue that resilience refers to the organizational capability that enables continuous innovative activities, rather than the specific innovative activities, which requires systematic allocation of organizational resources, such as people, ideas, and management, to make innovation…”
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“Furthermore, resilience is the continuous renewal of competitive advantage (Teixeira & Werther, 2013).”
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“Therefore, the CI concept has several things in common with the concept of organization resilience [22], and dynamic innovation [23].”
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“For Teixeira and Werther (2013) resilience is evident in the way that organisations respond to changes—firms that anticipate events and changes and act to mitigate them in advance, and that do so repeatedly, are truly resilient.”
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“For organizational culture, an organizational culture that supports innovation and is open is considered a key factor for organizational resilience [15,28].”
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“…possessed by organizational resilience can not only predict changes in customer demand, but also continuously track changes in industry innovation [43], which helps companies to better grasp the direction of the market and better fit market demand with the company’s products, thus contributing to…”
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“Although ORC involves, by its very nature, the constant ability to overcome problems and recognize new opportunities by encouraging innovation continuously, only a limited number of empirical studies have treated ORC as an organizational driver for product innovativeness [24], [25], [26].”
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“The transposition of the concept to the field of economic geography is perhaps an acknowledgement of an increasing complexity and turbulence in the economic and political environments (Christopherson, Michie, & Tyler, 2010; Teixeira & Werther, 2013).”
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“DCV deals with relational and network capabilities, trust, cooperation and interorganizational alliance ((Borseková, Vaňová, & Vitálišová, 2016; Jensen, Cobbs, & Turner, 2016; Peters, Wieder, Sutton, & Wakefield, 2016; Teixeira & Werther, 2013)).”
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“…to make new connections and reach new stakeholders (Chewning, Lai & Doerfel, 2013; Pal, Torstensson & Mattila, 2014; Rudolph & Repenning, 2002; Teixeira & Werther, 2013) because resilience is about accurate analysis of crises (Korkusuz & Kutluk, 2015) and turning adversity into an advantage…”
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“This sheer number of innovations helps ensure that there is a continuous process of new innovations being fed into the development process (Teixeira & Werther, 2013).”
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“This is because such phenomena provide survival (Watanabe et al., 2004) and increased competitiveness (Teixeira & Werther, 2013) through uncertainty management (Gunasekaran et al., 2011).”
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Metadata
- Authors
- Teixeira, E. D. O., & Werther, W. B.
- Affiliations
- Universidade do Porto (PT)
- University of Miami (US)
- Corresponding author
- Teixeira, Eduardo de Oliveira
- Venue
- Business Horizons
- Publisher
- Elsevier BV
- Published
- 2013-05
- Volume
- 56
- Issue
- 3
- Pages
- 333-342
- ISSN
- 0007-6813 (ISSN-L)
- OpenAlex
- W2118652457
- Cited by
- 270
- References
- 19
- Citations by year
- 2026: 25 · 2025: 27 · 2024: 50 · 2023: 34 · 2022: 36 · 2021: 26 · 2020: 15 · 2019: 25 · 2018: 10 · 2017: 7 · 2016: 7 · 2015: 4 · 2014: 4
- FWCI
- 13.89
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Business Horizons (publishedVersion)
- RePEc: Research Papers in Economics (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategies and Innovation
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Organizational Management and Leadership
- Keywords
- organizational resilience, competitive advantage, innovation process, organizational culture, innovation orientation, firm performance
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
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