Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Resilience development process during financial crises: A dynamic capability approach
University of Borås, Faculty of Textiles, Engineering and Business. (Textile Management)ORCID iD: 0000-0003-2015-6275
Cardiff Business School, Cardiff University.
Cardiff Business School, Cardiff University.
Cardiff Business School, Cardiff University.
2016 (English)In: / [ed] Robert W. Grubbström, Innsbruck, Austria, 2016Conference paper, Published paper (Refereed)
Sustainable development
The content falls within the scope of Sustainable Development
Abstract [en]

Literature on organizational and supply chain resilience has increased vis-à-vis the heightened challenges recently faced by enterprises, e.g. financial crisis. Various facets of resilience have been highlighted, including the resources and dynamic competences required, strategies pursued or action repertoires in response to disruptions. However, insights into how firms reconfigure resources and develop competitiveness in pursuit of resilience are limited. This knowledge contributes towards understanding how resilience could be increased through combining various dynamic capabilities (e.g. flexibility, robustness, agility, leanness) along established resilience phases (readiness, sensing, response, recovery).

This paper explores how an existing RALF (Robustness, Agility, Leanness, Flexibility) resilience framework, based on a dynamic capability approach, can be used by firms to deal with disruptions. A multiple case approach is employed in order to examine this phenomenon from both a temporal perspective (over two crises in Firm A) and spatial perspective (over one crisis in Firm B, taking a supply chain approach), while establishing the relationship with economic resilience through the Altman’s Z-score.

The paper advocates the creation of a new resilience ‘recipe’, seen as a dynamic function of various capabilities, along the four resilience phases. While Case A had low resilience in the 1990-93 financial downturn, we show that its RALF capabilities were much higher following the 2008 crisis. Also in 2008, we show that Case B created a high degree of readiness, and ultimately resilience, through RALF despite the lack of resilience of its primary supplier.

Place, publisher, year, edition, pages
Innsbruck, Austria, 2016.
Keyword [en]
Resilience, Dynamic Capability, Financial Crisis, Z-score
National Category
Economics and Business
Research subject
Textiles and Fashion (General); Bussiness and IT
Identifiers
URN: urn:nbn:se:hb:diva-9510OAI: oai:DiVA.org:hb-9510DiVA: diva2:916820
Conference
19th International Working Seminar on Production Economics, Innsbruck, February 22-26, 2016
Available from: 2016-04-04 Created: 2016-04-04 Last updated: 2016-12-28Bibliographically approved

Open Access in DiVA

No full text

Search in DiVA

By author/editor
Pal, Rudrajeet
By organisation
Faculty of Textiles, Engineering and Business
Economics and Business

Search outside of DiVA

GoogleGoogle Scholar

Total: 1113 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf