Organizational resilience model based on business agility components with signalling theory approach in branches of Sepah Bank of North Khorasan province

Document Type : Research Paper

Authors

1 Human Resource Management, Aliabad Katoul Branch, Islamic Azad University, Aliabad Katoul, Iran

2 Mashhad Branch, Islamic Azad University, Mashhad, Iran

3 Shomal University, Amol, Iran

Abstract

Research has indicated that the ability of organizations in society to manage crises and challenges has a significant impact on the ability of that society to cope with crises and the quality of recovery from challenges. Organizations, with the essential services they provide in times of crisis, play a very important role in the speed with which society returns to a normal situation. Therefore, organizational resilience, meaning the capacity of the organization to predict the crisis, reduce the effects and resistance to its damage, appropriate response, and finally recovery from the crisis, has recently become an important topic in organizational research. Business agility is also an important issue for organizations in responding appropriately to environmental changes and challenges. The most recent issue is receiving appropriate signals from the environment and the organization, which can be properly analyzed to respond to crises and challenges by the organization. In this regard, this article attempts to help organizations achieve resilience by identifying the indices and dimensions of organizational resilience and finally designing a model for it. The present study aimed to design an organizational resilience model based on the components of business agility with the signalling theory approach. In this research, the qualitative-quantitative combination method and interview experts are used to design the model. The statistical population of the research is banking industry experts and managers and deputies of branches of Sepah Bank in North Khorasan. The data collection tool was a semi-structured interview and a researcher-made questionnaire, whose validity was assessed and confirmed as content validity with the five experts' and professors’ opinions. The reliability of the questionnaire was assessed using Cronbach's alpha test. The results showed that the alpha coefficient is greater than the statistics value of 0.7, and the questionnaire had good reliability. Data analysis was performed using SMART PLS software.

Keywords

[1] R.M. Alexander and J.K. Gentry, Using social media to report financial results, Bus. Horizons 57(2) (2014)
161–167.
[2] M. Amiri, Model Plan for Organizational Resilience, Productivity Management, 44 (2018).
[3] M. Amiri, L. Olfat Faizi, K. Salehi and M.A. Abarghavi, Designing a model for organizational resilience, J. Prod.
Manag. 44 (2018) 35–65.
[4] S. Amy, S. Erica, V. John and R. Derek, Benchmark resilience a study of the resilience of organisations in the
auckland region, Resilient Organisations Research Report 2010/03b., 2010.
[5] R. Ansari, A.A. Abedi Sharabiani and M. Khayyat Khoshdooz, Impact of technology management on agility
capabilities, case study in Kashan Steel Factory, J. Prod. Oper. Manag. 7(1) (2016) 191–214.
[6] S. Beninger and L. Rakib Ortega, Key Aspects Supporting Resilient Economic Systems, The Palgrave Handbook
of Climate Resilient Societies. (2020) 1–21.
[7] R. Bhamra, S. Dani and K. Burnard, Resilience: the concept, a literature review and future directions, Int. J.
Prod. Res. 49(18) (2011) 5375–93.
[8] L. Briguglio and P. Stephen, Growth and resilience in east Asia and the Impact of the 2009 global receession,
Asian Dev. Rev. 29(2) (2012) 183–206.
[9] D. Brunsdon and E. Dalziell, Making organisations resilient: understanding the reality of the challenge, Resilient
Infrastructure Conf. Rotorua 8-9 August, 2005, pp. 27–34.
[10] R. Deakin Crick, S. Huang, A. Ahmed Shafi and C. Goldspink, Developing resilient agency in learning: The
internal structure of learning power, Br. J. Educ. Stud. 63(2) (2015) 121–160.
[11] P. Douglas, S. Leigh and J. Violanti, Disaster response: risk, vulnerability and resilience, Disaster Prev. Manag.
9(3) (2000) 173–180.
[12] S. Erica, D. Brunsdon, A. Dantas, J. Le Masurier, S. Wilkinson and J. Vargo, Organisational Resilience: Researching the Reality of New Zealand Organisations, J. Bus. Contin. Emerg. Manag. 2(2) (2008) 258–266.
[13] D.M. Gligor and M.C. Holcomb, Understanding the role of logistics capabilities in achieving supply chain agility:
a systematic literature review, Supply Chain Manag. An Int. J. 17(4) (2012) 438–453.
[14] E.F. Goldman, A.R. Scott and J.M. Follman, Organizational practices to develop strategic thinking, J. Strategy
Manag. 8(2) (2015).
[15] G. Hamel and L. Valikangas, The quest for resilience, icade. Revista de la Facultad de Derecho. 62 (2004) 355–358.
[16] V. John and E. Seville, Resilient Organisations: Trying to Thrive When You Are Struggling to Survive, 4th
Annual Business Continuity Summit 2010 Resilience over Uncertainty, 24-25th March 2010, Sydney, Australia,
2010.
[17] H. Lajevardi, I. Abu Nouri and Z. Beshartirad, Estimating the index Of economic resilience in Iran and providing
solutions for improvement, The First Int. Conf. Urban Econ. (With The Approach Of Resistance Economics,
Action And Practice), 2016.
[18] B. Mees, A. McMurray and P. Chhetri, Organisational resilience and emergency management, Aust. J. Emerg.
Manag. 31(2) (2016) 38–43.
[19] C. Orchiston, G. Prayag and Ch. Brown, Organizational resilience in the tourism sector, Research Notes and
Reports/Annals of Tourism Res. 56 (2016) 128–163.
[20] T. Ravichandran and N. Troy, IT competencies, innovation capacity and organizational agility: performance
impact and the moderating effects of environmental characteristics, Lally School of Management & Technology
Rensselaer Polytechnic Institute, 2007, 459–472.[21] T. Shannon, Organizational Resilience Indicators Based on a Salutogenic Orientation, A Thesis submitted to the
Telfer School of Management in conformity with the requirements for the degree of Master of Science in Health
Systems, University of Ottawa, Canada, 2015.
[22] I. Tussyadiah and F. Zach, Capacity for Co-creation Among Destination Marketing Organizations, Routledge
Handbook of Tourism Marketing, 2014.
[23] J. Van Der Vorm, D. Beek, E. Bos, N. Steijger, R. Gallis and G. Zwetsloot, Images of resilience: The resilience
analysis grid applicable at several organizational levels?, Paris: TRANSVALOR-Presses des MINES. (2011) 1–7.
Volume 12, Special Issue
December 2021
Pages 2353-2366
  • Receive Date: 05 November 2021
  • Revise Date: 29 November 2021
  • Accept Date: 14 December 2021