Organisational Resilience: Understanding and identifying the essential concepts.
February 13, 2020
Increasing exposure to turmoil has raised business, social and governmental concerns over the ability of organisations to anticipate and respond positively to disruptions. Organisations are spending increased sums of money to raise levels of security, but organisational resilience is vague, multi-disciplined and diverse, requiring a diversity of skills and knowledge that reaches beyond security alone. The resilience domain is still developing and expanding, however, early embodiments of organisational resilience, originating in the United Kingdom and the United States were nothing more than a re-branding of business continuity management strategies, put together as a ‘resilience processes’, or ‘resilience systems’ and more recently ‘resilience management systems’, claiming to emulate benefits that International Standards Organisation 9001 gave the Quality Assurance discipline. The result is an absence of a clearly defined and researched set of essential concepts that make up the theoretical structure of organisational resilience. This research proposes to identify and document those concepts.
Tags: Risk Management