TY - JOUR
T1 - Organizational response to adversity
T2 - Fusing crisis management and resilience research streams
AU - Williams, Trenton A.
AU - Gruber, Daniel A.
AU - Sutcliffe, Kathleen M.
AU - Shepherd, Dean A.
AU - Zhao, Eric Yanfei
N1 - Funding Information:
We thank Elizabeth George, Sim Sitkin, and Laurie Weingart for their helpful suggestions on a previous version of this manuscript. Kathleen Sutcliffe gives special thanks to the Rockefeller Foundation for a summer 2016 Rockefeller Fellowship during which some of the research for this paper was conducted. We also thank presenters and participants in the 2015 Academy of Management symposium titled Repositioning Crisis Management.
Publisher Copyright:
© Academy of Management Annals.
PY - 2017/6
Y1 - 2017/6
N2 - Research on crisis management and resilience has sought to explain how individuals and organizations anticipate and respond to adversity, yet—surprisingly—there has been little integration across these two literatures. In this paper, we review the literatures on crisis management and resilience and discuss opportunities to both integrate and advance these streams of research. We identify unique lines of work on crisis and crisis management: crisis-as-an-event and crisis-as-process. We review complementary streams of research in the resilience literature and explore their implications for studies of crisis. Building on these reviews, we develop an integrative framework that is focused around key themes of both crisis and resilience, including capabilities for durability, organizing and adjusting, responding to major disturbances, and a feedback loop from these experiences. Following this, we offer a research agenda that centers on understanding and explaining the interaction between crisis and resilience as they occur in a dynamic process. We then discuss research opportunities that explore the dynamic relationship of resilience and crisis as it relates to leadership, time, complexity, and mindfulness. Finally, we note how researchers can consider the dark side of resilience.
AB - Research on crisis management and resilience has sought to explain how individuals and organizations anticipate and respond to adversity, yet—surprisingly—there has been little integration across these two literatures. In this paper, we review the literatures on crisis management and resilience and discuss opportunities to both integrate and advance these streams of research. We identify unique lines of work on crisis and crisis management: crisis-as-an-event and crisis-as-process. We review complementary streams of research in the resilience literature and explore their implications for studies of crisis. Building on these reviews, we develop an integrative framework that is focused around key themes of both crisis and resilience, including capabilities for durability, organizing and adjusting, responding to major disturbances, and a feedback loop from these experiences. Following this, we offer a research agenda that centers on understanding and explaining the interaction between crisis and resilience as they occur in a dynamic process. We then discuss research opportunities that explore the dynamic relationship of resilience and crisis as it relates to leadership, time, complexity, and mindfulness. Finally, we note how researchers can consider the dark side of resilience.
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U2 - 10.5465/annals.2015.0134
DO - 10.5465/annals.2015.0134
M3 - Article
AN - SCOPUS:85043976145
SN - 1941-6520
VL - 11
SP - 733
EP - 769
JO - Academy of Management Annals
JF - Academy of Management Annals
IS - 2
ER -