ODPORNOŚĆ ORGANIZACYJNA: KONTEKST – CZYNNIKI POŚREDNICZĄCE – EFEKTY
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Published:
Jun 30, 2025
Keywords:
Odporność, odporność organizacyjna, kryzys, ciągłość działania, zarządzanie
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Abstract
The variety of interactions between organizations and market conditions affects the creation of crises that disrupt normal day-to-day operations in organization. No organization can anticipate and prepare for all threats. As part of minimizing negative impacts on the achievement of business objectives and ensuring business continuity, it is necessary to strengthen organizational resilience. The practical problem is to identify the constituent elements of organizational resilience and the activities that affect its enhancing. Indication of the issues and dimensions of organizational resilience, the analysis of which leads to the identification of factors that strengthen it in a specific organization is the purpose of this article. The results of the theoretical analysis carried out, in the form of a systematic literature review, are presented in the IMO framework "input-mediators-outcomes". Knowledge of these elements makes it possible to take adequate activities in any organization to strengthen organizational resilience and thus affect the long-term conduct of business.
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Zapłata, S. (2025). ODPORNOŚĆ ORGANIZACYJNA: KONTEKST – CZYNNIKI POŚREDNICZĄCE – EFEKTY. Organization and Management, 198(2), 103–120. Retrieved from https://econjournals.sgh.waw.pl/OiK/article/view/4166
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References
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[23] Stępień B. (ed.) [2023], Systematyczny przegląd literatury w naukach ekonomicznych. Metody, przykłady. Wydawnictwo Uniwersytetu Ekonomicznego w Poznaniu, Poznań.
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[26] Zapłata S. [2021], Zarządzanie ciągłością działania w organizacji, w: Górna J., Kaźmierczak M., Zapłata S. [2021], Praktyka zarządzania systemowego w doskonaleniu organizacji, Wydawnictwo Uniwersytetu Ekonomicznego w Poznaniu, Poznań.
[27] Zapłata S., Kwiatek P. [2022], Odporność organizacyjna jako podstawa ciągłości działania, Problemy Jakości, 6: 18-24.
[2] Annarelli A., Battistella C., Nonino F. [2020], A Framework to Evaluate the Effects of Organizational Resilience on Service Quality, Sustainability, 12(3): 1-15.
[3] Bruria A., Cohen O., Eide A.W., Nilsson S., Aharonson-Daniel L., Herrera I. [2017], Striving to Be Resilient: What Concepts, Approaches and Practices Should Be Incorporated in Resilience Management Guidelines?, Technological Forecasting and Social Change, 121: 39-49.
[4] Coombs W.T., Laufer D. [2018], Global Crisis Management – Current Research and Future Directions, Journal of International Management, 24(3): 199-203.
[5] Corrales-Estrada A.M., Gómez-Santos L.L., Bernal-Torres C.A., Rodriguez-López J.E. [2021], Sustainability and Resilience Organizational Capabilities to Enhance Business Continuity Management: A Literature Review, Sustainability, 13: 1-25.
[6] Cruickshank N. [2020], He Who Defends Everything, Defends Nothing: Proactivity in Organizational Resilience, Transnational Corporations Review, 12(2): 1-11.
[7] Donthu N., Kumar S., Mukherjee D., Pandey N., Lim W.M. [2021], How to conduct a bibliometric analysis: An overview and guidelines, Journal of Business Research, 133: 285-296.
[8] Gupta A., Singh K.R. [2023], Managing resilience of micro, small and medium enterprises (MSMEs) during COVID-19: analysis of barriers, Benchmarking: An International Journal, 30(6): 2062-2084.
[9] Hillmann J., Guenther E. [2020], Organizational Resilience: A Valuable Construct for Management Research?, International Journal of Management Reviews, 23(1): 7-44.
[10] ISO 22301 [2019], Security and resilience – Business continuity management systems – Requirements. International Organization for Standardization. Geneva.
[11] ISO 22316 [2017], Security and resilience – Organizational resilience – Principles and attributes. International Organization for Standardization. Geneva.
[12] ISO 31000 [2018], Risk management – Guidelines. International Organization for Standardization. Geneva.
[13] Liang F., Cao L. [2021], Linking Employee Resilience with Organizational Resilience: The Roles of Coping Mechanism and Managerial Resilience, Psychology Research and Behavior Management, 14: 1063-1075.
[14] Liu Y., Chen R., Zhou F., Zhang S., Wang J. [2021], Analysis of the Influencing Factors of Organizational Resilience in the ISM Framework: An Exploratory Study Based on Multiple Cases. Sustainability, 13: 1-24.
[15] Ma Z., Xiao L., Yin J. [2018], Toward a dynamic model of organizational resilience, Nankai Business Review International, 9(3): 246-263.
[16] Majchrzak, M. [2020], Odporność przedsiębiorstwa w czasach nadzwyczajnych zagrożeń. Adaptacja koncepcji resilience, Kwartalnik Nauk o Przedsiębiorstwie, 54(1): 32-44.
[17] Mao Y., Li P., Li Y. [2023], The relationship between slack resources and organizational resilience: The moderating role of dual learning, Heliyon, 9(3): 1-12.
[18] Paul J., Khatri P., Duggal H.K. [2023], Frameworks for developing impactful systematic literature reviews and theory building: What, Why and How?, Journal of Decision Systems, 1-14.
[19] Pearson C. M., Clair J. A. [1998], Reframing crisis management, The Academy of Management Review, 23(1): 59-76.
[20] Rosen M.A., Dietz A.S., Yang T., Priebe C.E., Pronovost P.J. [2015], An integrative framework for sensor-based measurement of teamwork in healthcare, Journal of the American Medical Informatics Association, 22(1):11-18.
[21] Smith, D. [1990], Beyond contingency planning – Towards a model of crisis management, Industrial Crisis Quarterly, 4: 263-275.
[22] Son C., Sasangohar F., Neville T., Peres S.C., Moon. J. [2020], Investigating resilience in emergency management: An integrative review of literature, Applied Ergonomics, 87(4): 103-114.
[23] Stępień B. (ed.) [2023], Systematyczny przegląd literatury w naukach ekonomicznych. Metody, przykłady. Wydawnictwo Uniwersytetu Ekonomicznego w Poznaniu, Poznań.
[24] Tasic J., Amir S., Tan J., Khader M. [2020], A multilevel framework to enhance organizational resilience. Journal of Risk Research, 23(6): 713-738.
[25] Walentynowicz P. [2022], Continuous improvement jako rekomendowana strategia rozwoju przedsiębiorstwa we współczesnych uwarunkowaniach rynkowych, Organizacja i Kierowanie, 2(191): 33-52.
[26] Zapłata S. [2021], Zarządzanie ciągłością działania w organizacji, w: Górna J., Kaźmierczak M., Zapłata S. [2021], Praktyka zarządzania systemowego w doskonaleniu organizacji, Wydawnictwo Uniwersytetu Ekonomicznego w Poznaniu, Poznań.
[27] Zapłata S., Kwiatek P. [2022], Odporność organizacyjna jako podstawa ciągłości działania, Problemy Jakości, 6: 18-24.