Developing a Tool to Measure and Compare Organizations’ Resilience

Bibliographic Data

ID23328765
AuthorsAmy V Lee (University of Bedfordshire, corresponding author), John Vargo (0000-0002-4785-6936, Lead Researcher, Resilient Organisations Research Programme, Univ. of Canterbury, Private Bag 4800, Christchurch 8410, New Zealand.), John J Vargo (0000-0001-7638-5283, University of Canterbury), Erica Seville (0000-0003-2824-8713, University of Canterbury)
Year2013
Volume14
Issue1
Pages29-41
Publication date2013-02-01
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueNatural Hazards Review (JOURNAL)
Journal identifiersISSN: 1527-6988 • E-ISSN: 1527-6996
PublisherAmerican Society of Civil Engineers (ASCE) (PUBLISHER • US)
DOI10.1061/(asce)nh.1527-6996.0000075
OpenAlexW2139101267
LanguageEN
Citations received74
References cited45

Organizational and community resilience are interrelated and interdependent. As a result, organizational resilience is a critical component of communities’ ability to plan for, respond to, and recover from emergencies and crises. Organizational resilience can also be a source of competitiveness and a driver of cultural adaptive capacity. To invest in resilience, organizations need to understand their resilience strengths and weaknesses and must be able to evaluate the effectiveness of resilience strategies. This paper develops a survey tool that organizations can use to identify their strengths and weaknesses and to develop and evaluate the effectiveness of their resilience strategies and investments.

Business · Community resilience · Economics · Environmental resource management · Interdependence · Knowledge management · Political science · Process management · Resilience (materials science) · Risk analysis (engineering) · Strengths and weaknesses · Computer Science · Disaster Management and Resilience · Occupational Health and Safety Research · Psychology · Social Psychology · Supply Chain Resilience and Risk Management

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