He who defends everything, defends nothing: proactivity in organizational resilience

Abstract

Organisational resilience is most often defined as the ability to function during a shock and then return to normal function; consequently, it has been studied from the perspective of organisational disciplines closely related to crisis and crisis-recovery, such as supply-chain management and risk management. However, increasing complexity and the volume, variety and velocity of shocks has created an environment where the organisation must proactively and continuously demonstrate resilience, through the cultivation of anticipatory innovation.

Keywords:

• Organisational resilience
• resilience
• innovation
• adaptability
• crisis-recovery
• complexity

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Neil Cruickshank

Neil Cruickshank is a PhD student at the Sprott School of Business, Carleton University, Ottawa, Canada. His research interests include the relationship between organizational change and empowerment, the role of autonomy in decision-making, and the role of innovation in personal and organizational resilience. Neil also works as a management consultant.