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Cited by 125Disaster Management and ResilienceSupply Chain Resilience and Risk ManagementInfrastructure Resilience and Vulnerability Analysis

The DOI matches its Crossref record; 2 of the 2 references it cites were found in a registry or an index.

Organisational resilience: Researching the reality of New Zealand organisations

Seville, Erica, Brunsdon, David, Dantas, Andre, Le Masurier, Jason, Wilkinson, Suzanne, Vargo, John·2008·Journal of Business Continuity & Emergency Planning
DOI 10.69554/xptg9053
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Abstract

This paper presents findings from a six-year research programme underway in New Zealand to develop strategies for improving the resilience of organisations to major crisis events. The research takes a systems view of organisations, recognising that there are multiple interdependencies within and between different organisations that influence their abilities to respond and recover. This means that effective resilience management for any one organisation must look beyond that single organisation and consider the resilience of other organisations on which it depends. Particular aspects of organisational resilience focused on by the research team include: how individual organisations are positioned to respond to and recover from major crises; their ability to communicate and share information in order to direct resources effectively during crises; and the legal and contractual frameworks within which they will need to operate during crisis response and recovery. None of these issues can be resolved by a single organisation acting unilaterally. Organisations are required to work together towards greater system resilience.

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Crossref · 10.69554/xptg9053

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  • Soft managerial practices such as effective communication and relationships within the organization seem to be particularly important to enhancing an organization's resilience.

    “Soft managerial practices such as effective communication and relationships within the organization seem to be particularly important to enhancing an organization's resilience (Seville et al. 2008).”

    From Organizational resilience: a capability-based conceptualization (2020) · cites this paper as Seville et al. 2008

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Metadata

Authors
Seville, E., Brunsdon, D., Dantas, A., Le Masurier, J., Wilkinson, S., & Vargo, J.
ORCID
Venue
Journal of Business Continuity & Emergency Planning
Publisher
Henry Stewart Publications
Published
2008-04-01
Volume
2
Issue
3
Pages
258
ISSN
  • 1749-9216 (ISSN-L)
  • 1749-9224
DOI
10.69554/xptg9053
OpenAlex
W2398447886
Cited by
124
References
2
Citations by year
2026: 6 · 2025: 6 · 2024: 16 · 2023: 15 · 2022: 17 · 2021: 12 · 2020: 8 · 2019: 8 · 2018: 9 · 2017: 3 · 2016: 2 · 2015: 6 · 2014: 7 · 2013: 3
FWCI
6.94
Type
journal article
Language
en
Open access
closed
Locations
  • Journal of Business Continuity & Emergency Planning (publishedVersion)
  • PubMed (publishedVersion)
  • RePEc: Research Papers in Economics (submittedVersion)
Topics
  • Social Sciences › Sociology and Political Science › Disaster Management and Resilience
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Supply Chain Resilience and Risk Management
  • Physical Sciences › Engineering › Civil and Structural Engineering › Infrastructure Resilience and Vulnerability Analysis
Keywords
organizational resilience, crisis management, crisis response, crisis recovery, systems thinking, information sharing, system resilience, New Zealand organisations

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