Building resilience: analysis of health care leaders' perspectives on the Covid-19 response in Region Stockholm

BACKGROUND

The Covid-19 pandemic has tested health care organizations worldwide. Responses have demonstrated great variation and Sweden has been an outlier in terms of both strategy and how it was enacted, making it an interesting case for further study. The aim of this study was to explore how health care leaders experienced the challenges and responses that emerged during the initial wave of the Covid-19 pandemic, and to analyze these experiences through an organizational resilience lens.

METHODS

A qualitative interview study with 12 senior staff members who worked directly with or supervised pandemic efforts. Transcripts were analyzed using traditional content analysis and the codes directed to the Integrated Resilience Attributes Framework to understand what contributed to or hindered organizational resilience, i.e. how organizations achieve their goals by utilizing existing resources during crises.

RESULTS/FINDINGS

Organizational resilience was found at the micro (situated) and meso (structural) system levels as individuals and organizations dealt with acute shortages and were forced to rapidly adapt through individual sacrifices, resource management, process management, and communications and relational capacity. Poor systemic resilience related to misaligned responses and a lack of learning from previous experiences, negatively impacted the anticipatory phase and placed greater pressure on individuals and organizations to respond. Conventional crisis leadership could hamper innovation, further cement chronic challenges, and generate a moral tension between centralized directives and clinical microsystem experiences.

CONCLUSIONS

The pandemic tested the resilience of the health care system, placing undue pressure on micro and meso systems responses. With improved learning capabilities, some of this pressure may be mitigated as it could raise the anticipatory resilience potential, i.e. with better health systems learning, we may need fewer heroes. How crisis leadership could better align decision-making with frontline needs and temper short-term acute needs with a longer-term infinite mindset is worth further study.

Resilience and mindfulness among radiological personnel in Norway, their relationship and their impact on quality and safety- a questionnaire study

BACKGROUND

Stress and burnout are widespread problems among radiological personnel Individual and organizational resilience and mindfulness offer protection against burnout.

AIM

To investigate the level of resilience and mindfulness among radiological personnel, the associations between organizational resilience, individual resilience, and mindfulness, and how these factors impact the quality of care provided in radiological departments.

METHODS

An online questionnaire consisting of the Connor-Davidson Resilience Scale, the Mindful Attention Awareness Scale, the Benchmark Resilience Tool, and questions regarding burnout, and quality and safety was used. Data analysis consisted of descriptive statistics, bivariate correlation and standard multiple regression.

RESULTS AND CONCLUSION

Few participants considered burnout a significant challenge. Individual and organizational resilience were low (30.40 ± 4.92 and 63.21 ± 13.63 respectively), and mindfulness was high (4.29 ± 0.88). There was a significant correlation between individual and organizational resilience (p = 0.004), between individual resilience and mindfulness (p = 0.03), and between organizational resilience and mindfulness (p = 0.02). Individual and organizational resilience affect each other. However; neither significantly affect quality and safety, nor mindfulness.

Workforce strategies during the first wave of the COVID-19 pandemic: a retrospective online survey at intensive care units in Germany

BACKGROUND

As the COVID-19 pandemic swept across the globe at the beginning of 2020, healthcare systems were forced to rapidly adapt and expand to meet the sudden surge in demand for intensive care services. This study is the first systematic analysis of the strategies employed by German hospitals to recruit personnel and expand bed capacities during the first wave of the pandemic, and to evaluate the effectiveness of those recruitment measures.

METHODS

152 German hospitals with intensive care capacities were selected and invited to participate in an online-based retrospective survey. Factors like the geographic distribution, individual COVID burden and level of care were considered for inclusion in the sample. The data were analyzed descriptively.

RESULTS

A total of 41 hospitals participated in the survey. The additional demand for intensive care beds was met primarily by activating intensive care beds that were previously considered as non-operational in existing intensive care units (81% of respondents) and by upgrading recovery rooms (73%). The physician staffing requirements were met at approximately 75%, while the nursing staffing requirements were only met by about 45%. Staffing needs were met through reallocations/transfers (85%), staff recruitment from parental leave or retirement (49%), increased hours worked by internal staff (49%), new staff hiring (44%) and increased use of temporary staff (32%). Staff reallocations/transfers to critical care within a hospital were rated as the most effective measure. In this context, specialized personnel mostly from anesthesiology departments were appointed to intensive care medicine.

CONCLUSIONS

Despite multiple recruitment efforts, the pandemic has exacerbated the nursing staff shortage. The reallocation of existing staff within hospitals was a key element in covering the staffing needs. However, additional measures and efforts are required in order to ensure that critically ill patients can be cared for without compromise. The results of this study may have important implications for healthcare providers and policymakers, offering an evidence-based foundation for responding to future public health emergencies with agility, efficiency, and success.

Resilience and Sub-optimal Social Determinants of Health: Fostering Organizational Resilience in the Medical Profession

The relationship between social determinants of health (SDOH) and resilience has been investigated at the individual level and, to some extent, at the community level. The aftermath of the COVID-19 pandemic further highlighted the necessity for organizational resilience in the United States. The US public health and health care system began the lengthy process of identifying the resiliency needs of its workforce that expand beyond disaster preparedness. The purpose of this article is to describe the relationship between resilience and SDOH and how medical training can infuse resiliency within the curriculum and clinical practice.

How theories of complexity and resilience affect interprofessional simulation-based education: a qualitative analysis of facilitators' perspectives

BACKGROUND

Quality of care and patient safety rely on the ability of interprofessional teams to collaborate effectively. This can be trained through interprofessional simulation-based education (IPSE). Patient safety also relies on the ability to adapt to the complexity of such situations, an ability termed resilience. Since these needs are not explicitly addressed in IPSE, the aim of this study was to explore how central concepts from complexity-theory and resilience affect IPSE, from facilitators' perspective, when applied in debriefings.

METHODS

A set of central concepts in complexity-theory and resilience were introduced to facilitators on an IPSE course for nursing and medical students. In five iterations of focus groups interviews the facilitators discussed their application of these concepts by reviewing video recordings of their own debriefings. Video recordings of the interviews were subjected to coding and thematic analysis.

RESULTS

Three themes were identified. The first, Concepts of complexity and resilience are relevant for IPSE, points to the applicability of these concepts and to the fact that students often need to deviate from prescribed guidelines/algorithms in order to solve cases. The second theme, Exploring complexity, shows how uncertainty could be used as a cue to explore complexity. Further, that individual performance needs to account for the context of actions and how this may lead to certain outcomes. Moreover, it was suggested that several ways to approach a challenge can contribute to important insight in the conditions for teamwork. The third theme, Unpacking how solutions are achieved, turns to needs for handling the aforementioned complexity. It illustrates the importance of addressing self-criticism by highlighting how students were often able to overcome challenges and find solutions. Finally, this theme highlights how pre-defined guidelines and algorithms still work as important resources to help students in transforming perceived messiness into clarity.

CONCLUSIONS

This study suggests that IPSE provides the possibility to explore complexity and highlight resilience so that such capability can be trained and improved. Further studies are needed to develop more concrete ways of using IPSE to account for complexity and developing resilience capacity and to evaluate to what extent IPSE can provide such an effect.

How to link organizational resilience to transformational entrepreneurship behavior as theoretical framework gap - A systematic literature review

Background: Numerous enterprises face great challenges during uncertain economic conditions. This is particularly true for micro, small, and medium-scale companies, which are slumped against disruption from the COVID-19 pandemic-owing to lockdowns, decreased demand, and a disrupted supply chain. This has impacted the economy worldwide but also the social community and the environment that forms its ecosystem. Organizational resilience allows for socio-economic growth and enterprises to build environmental sustainability and balanced community development. Therefore, the behavior of companies must be transformed in building entrepreneurship to encourage socio-economic growth. Methods: We conducted an advanced search on Business Source Premier, ABI/INFORM (ProQuest), Emerald Insight, and Web of Science database between March and June 2022. We screened the bibliographies of the articles from the database search using a set of inclusion criteria such as studies with quantitative design with unit analysis population sample based microfinance institutions and cooperative-based microfinance institutions, MSEs, and MSMEs as well as other industries such as travel agents, property, restaurants, food and beverages, manufacturing and plantations; exploration of transformational entrepreneurship behavior and organizational resilience determinant factors and conceptual manuscripts written in English; and published between 2005 till 2019 for transformational entrepreneurship and 1997 till 2000 for organizational resilience.   Results: This study reviewed 22 articles focusing on the role and influence of organizational resilience on transformational entrepreneurship behavior from a lens that posits the importance of organizational resilience in the face of uncertain economic turbulence. The orientation of entrepreneurship behavior has been neglected in research so far. This systematic literature review study reveals important research gaps, such as the influence of organizational resilience in promoting the development of transformational entrepreneurship behavior and the determinants that build organizational resilience. Conclusions: Research related to a company's transformational entrepreneurship behavior offers a broad area of ​​scientific research; hence, encouraging further investigation is necessary.

Facilitators of Organizational Resilience Within South Carolina AIDS Service Organizations: Lessons Learned from the COVID-19 Pandemic

HIV care services have been interrupted by the COVID-19 pandemic in many states in the U.S. including South Carolina (SC). However, many HIV care facilities demonstrated organizational resilience (i.e., the ability to maintain needed health services amid rapidly changing circumstances) by addressing challenges to maintaining care during the pandemic. This study, therefore, aims to identify key facilitators for organizational resilience among AIDS Services Organizations (ASOs) in SC. In-depth interviews were conducted among 11 leaders, from 8 ASOs, across SC during the summer of 2020. The interviews were recorded after receiving proper consent and then transcribed. Utilizing a codebook based upon the interview guide, a thematic analysis approach was utilized to analyze the data. All data management and analysis were conducted in NVivo 11.0. Our findings demonstrate several facilitators of organizational resilience, including (1) accurate and timely crisis information dissemination; (2) clear and preemptive protocols; (3) effective healthcare system policies, management, and leadership; (4) prioritization of staff psychological wellbeing; (5) stable access to personal protective equipment (PPE); (6) adequate and flexible funding; and (7) infrastructure that supports telehealth. Given the facilitators of organizational resilience among ASOs in SC during the COVID-19 pandemic, it is recommended that organizations implement and maintain coordinated and informed responses based upon preemptive protocols and emerging needs. ASO funders are encouraged to allow a flexibility in spending. The lessons learned from the participating leaders enable ASOs to develop and strengthen their organizational resilience and experience fewer disruptions in the future.

Examining employees' affective and behavioral responses to internal crisis communication in times of COVID-19

Communication is an essential component of crisis management strategies in hospitality and tourism. This study aimed to build on the integrated internal crisis communication framework. This study employed qualitative and quantitative data collection methods. Following a preliminary qualitative study, a conceptual model was developed and tested with a total of 806 responses. The results showed that the approach and content of internal crisis communication messages directly affected employees' evaluations of their organizations' crisis management efforts and their psychological safety, both of which further affected their perceived social resilience and turnover intentions. Furthermore, the results of multigroup analyses revealed the different impacts of internal crisis communication on participants who were in full-time positions vs. part-time positions and salaried employees vs. hourly employees. Finally, theoretical and practical implications were provided based on the research findings.

From complexity to evolution: Mapping resilience management practices in the hospitality industry during the COVID-19 crisis

The COVID-19 pandemic has severely affected the hospitality industry. Many have treated the crisis as a temporary shock. However, there are those who see it as a turning point. Treating the hospitality industry as a complex adaptive system, this research uses the organizational resilience framework to investigate how hospitality organizations responded to the crisis. A mixed methods approach was employed, and two studies were conducted. A sample of managers from Omani hotels were interviewed and a content analysis was performed on the websites and annual reports of a sample of international hotel brands. The results revealed that the Omani industry's response was mostly limited to coping, whereas the international industry was active in anticipating, coping, and adapting to the pandemic. Strong support is provided for the notion of the pandemic as a turning point. An action framework has been developed to support firms in keeping pace with the industry's evolution.

The relationship between slack resources and organizational resilience: The moderating role of dual learning

Slack resources and organizational learning are key elements in building organizational resilience. This paper constructs an impact model of organizational resilience and investigates the impact of slack resources on organizational resilience using data from Chinese-listed companies, as well as verifying the moderating effect of organizational dual learning through hierarchical analysis. The findings show that: Firstly, both absorbed slack resources and unabsorbed slack resources promote organizational resilience. Secondly, organizational learning has a moderating effect on the relationship between slack resources and organizational resilience, where organizational exploitative learning positively moderates the relationship between unabsorbed slack resources and organizational resilience, while organizational exploitative learning negatively moderates the relationship between absorbed slack resources and organizational resilience. Accordingly, organizations should pay attention to the composition of slack resources and the coordination between slack resources and organizational dual learning in order to improve organizational resilience.

Digitalization and entrepreneurial firms' resilience to pandemic crises: Evidence from COVID-19 and the German Mittelstand

While stressing the relevance of context, the organizational resilience literature has so far not extensively examined resilience in times of healthcare crises such as the ongoing COVID-19 pandemic. The Parasite Stress Theory of Values suggests that such pandemic crises have detrimental impacts on entrepreneurial activity due to social distancing and its effects on interaction, collaboration, and innovation. However, alternatives to personal contact now available thanks to digitalization, have not yet been examined. We expect entrepreneurial firms with more digitalized business models to show higher resilience to pandemic crises, especially those highly affected by globalization and more for non-family businesses than for family businesses. Based on a survey of German Mittelstand firms in the midst of the crisis induced by COVID-19, our findings broadly support our expectations and thus help qualify the Parasite Stress Theory of Values and contribute to a better understanding of organizational resilience in times of pandemic crises.

Leading in the Paradoxical World of Crises: How Leaders Navigate Through Crises

Living and operating in a global world, the risk for a global economic crisis has never been greater. As ongoing events, such as the COVID-19 pandemic, the recent war in Ukraine or the sharply increasing inflation have shown, organizations need to be highly resilient to persevere in a crisis-prone world. Even though we know that crises serve as a focal lens on leadership behavior and leaders play a crucial role in these scenarios, little is known as to how leaders handle an existence-threatening organizational crisis. Using an inductive analysis of 32 interviews on crisis leadership, we show that in the case of an acute crisis, leaders apply different paradoxical behaviors to cope effectively with the situation and navigate their organizations through these events. More specifically, our study contributes to existing literature by, first, showing that the distinctiveness of crises results from the fact that leaders are confronted with paradoxes that they can otherwise smoothly separate in terms of time or organization, second, revealing that the leader's paradoxical behaviors as a respond are derived from their mindset to consciously recognize the contradictory demands of the crisis, and third, from their action in terms of a compressed situational leadership. By identifying six pairs of paradoxical behaviors, we demonstrate how leaders effectively deal with the unsolvable contradictions that arise from the crisis, and thus contribute to the organizations' ability to cope with crises.

SUPPLEMENTARY INFORMATION

The online version of this article (10.1007/s41471-022-00147-7) contains supplementary material, which is available to authorized users.

IT Capabilities, Strategic Flexibility and Organizational Resilience in SMEs Post-COVID-19: A Mediating and Moderating Role of Big Data Analytics Capabilities

This research provides a novel progression to the existing research about big data analytics capabilities (BDAC) by investigating and measuring its influence on organizational resilience and strategic flexibility. Toward that end, 400 different SMEs in Saudi Arabia were approached. Data were collected via questionnaire. Results confirm that the ability to handle big data analytics totally mediates the relationship between IT capabilities and strategic flexibility. Big data infrastructure flexibility has a negative effect on strategic flexibility. Big data personal expertise not only negatively affects the relationship between IT capabilities and strategic flexibility but also stimulates and reinforces the relationship between strategic flexibility and organizational resilience. The critical pathway developed and tested the trend to make the organization as an immune system able to make the best of the worst. This implies the urgent need for policymakers and managers to adopt and comprehend the concept of BDAC instead of IT capabilities to define oriented plans specifically formulated for stimulating strategic flexibility and organizational resilience. By adopting the proposed model, SMEs can interact more effectively internally and externally.

Dealing with Unexpected Crises: Organizational Resilience and Its Discontents

The chapter summarizes key literature, including emerging ideas, that is pertinent to the question of how organizations and their leadership deal with and are resilient through crises - highlighting what works in surviving unexpected crises. The chapter presents an illustration of organizational response; it concludes with an analysis of what is missing from the literature and recommends a path forward to expanding actionable knowledge in this area. Multiple, interdependent factors that foster resilience are identified including (1) being sensitive to possible threats - even seemingly small failures, (2) not relying on simple interpretations of events but rather seeking diversity to create a complete view of the environment, (3) leadership that embraces communication, transparency, and continuous learning, (4) valuing expertise and allowing expert staff to make decisions during a crisis, and (5) a cultural commitment to a resiliency mindset that accepts failures as opportunities to learn and improve. Emerging concepts that may foster resilience but require more research include managing paradox, emotional ambivalence and diversity. Additional areas for fruitful research include: the impact of short-term versus long-term, or successive, crises; external versus internal shocks and the framing of the source of shocks; how crisis affect the pace of innovation and change; the role of diversity in organizational responses to crises; and a set of methodological opportunities to leverage natural experiments or simulations in ways that allow for longitudinal data illuminating the full cycle of crises across organizations from anticipation, to response, to longer-term adaptation to the new normal.

Different response paths to organizational resilience

An essential yet understudied aspect of organizational responses to an environmental shock is how managers interpret and respond to their new environments and address post-shock environmental challenges. The post-shock managerial response process can be intense and highly consequential as actors often must challenge the status quo in a compressed period. Decisions are frequently "life or death" in terms of organizational survival. This study analyzed data on resilient organizations' responses to the COVID-19 crisis and offered a model of organizational response paths to resilience. Our grounded theorizing offers three primary contributions: (1) we add richness to the distinction between organizations that are resilient or not by highlighting different response paths within the organizational-resilience category; (2) we complement the notion of post-adversity growth by explaining how organizations grow during adversity; (3) we move beyond explanations of resilience based on differences in organizations' resource endowments and instead provide new insights into different paths to resilience based on differences in how organizations interpret and respond to the same adverse event.

Do green supply chain management practices improve organizational resilience during the COVID-19 crisis? A survival analysis of global firms

This study investigates whether green supply chain management (GSCM) practices help companies to be resilient against the buffer effect in the context of COVID-19. Building on the instrumental version of stakeholder theory, companies implementing GSCM practices should build environmental skills and competitive advantage to cope with a crisis caused by supply chain disruptions. Our survival analysis, conducted on 5,696 firms headquartered in 35 countries, shows clear evidence that GSCM companies' market prices recover quickly from the shock. Considering mounting pressure on environmental issues, this study documents the new benefits of GSCM for companies confronted with a global financial shock. By applying a large sample, the study has originality and implications for stakeholders, including investors, governments, and policymakers, to push firms to become more eco-friendly and resilient.

Resilience in emergency management: Learning from COVID-19 in oil and gas platforms

Emergency management, both in civilian and military context, is regarded as a complex socio-technical system, whose dynamic nature and complexity require a holistic approach. Over time, scholars developed diverse strategies and methods to capture such complexity and effectively design emergency plans for more or less severe disasters scenarios. Nonetheless, planning is not always an omni-comprehensive task, pushing organizations to stretch their adaptive capacities in dynamic and challenging settings. This manuscript explores such adaptive capacity as put in place by a leading Norwegian organization in providing emergency management solutions, facing unexpected challenges (at the time of the event): handling of Covid-19 infection episodes on offshore oil platforms. The study, conducted through the Functional Resonance Analysis Method (FRAM) highlights the relevance of organizational learning which allows to handle emergencies by adapting plans to the specific context and by renewing new emergency management procedures derived from lessons learned. The study focuses on three different Covid-19 infection management cases to understand the nuances of actions and emerging adaptations that led to the development of a revised emergency plan, seen again through the lens of FRAM. While the methodological approach refers to Covid-19 infection management, we believe it can be extended into larger crisis management, providing a use case for the applicability of FRAM into emergency management scenarios.

Organizational Resilience of Higher Education Institutions: An Empirical Study during Covid-19 Pandemic

Resilient organizations and academic institutions have been identified as contributing immensely to resilient communities. The majority of organizations showing preparedness to mitigate the impact of COVID-19 have deployed an efficient organizational resilience framework. Yet, there is little research on organizational resilience, and the conceptualization of resilience as a complex variable has not been achieved. Focusing on the higher education sector in the UAE during the COVID-19 pandemic, the current study aims to contribute to this promising research area by exploring and expanding a theoretical model on organizational capabilities that constitute organizational resilience. A qualitative phenomenological research design was utilized, where a total of 13 executives from reputable universities were interviewed, followed by a thematic analysis of the data. Findings provided deep insight into the status of universities in the UAE that are currently in the early adaptation stage of the current crisis. Organizational resilience was conceptualized as a process that comprises three successive stages (anticipation, coping, and adaptation), five key antecedents (knowledge, resources availability, social resources, power relationships, and innovative culture), and two main moderators (crisis leadership traits and employee resilience). Important findings were also identified on the needed crisis leadership styles. Recommendations for practice and research are discussed.

The impact of the COVID-19 pandemic on job satisfaction: A mediated moderation model using job stress and organizational resilience in the hotel industry of Taiwan

The COVID-19 pandemic has affected businesses worldwide, including the hotel industry in Taiwan. This study aims to explore the influence of the perceived threat of COVID-19 on job satisfaction. SPSS software was used for data analysis, and the PROCESS macro was used to test the mediation, moderation, and moderated mediation hypotheses. An online survey (n = 681) was conducted on hotels in Taiwan in 2021, and the results indicate that job stress activation has a mediating effect on employees' job satisfaction and the hotels' business performances. Moreover, organizational resilience has a moderating effect on job stress. This study contributes theoretically to a better understanding of the factors that determine the impact of traumatic events such as a pandemic on people's mental health. This study suggests that interventions may be carried out to minimize the pandemic's negative psychological consequences. The implications of this study are also applicable to hoteliers in other affected countries.

The Effect of Organizational Resilience and Strategic Foresight on Firm Performance: Competitive Advantage as Mediating Variable

The pharmaceutical industry’s performance in the global economy has been affected by the growing competition associated with globalization, economic liberalization, and the trade-related aspect of the intellectual property rights (TRIPS) agreement. To maintain performance, organizations need to consider strategic foresight (SF) and organizational resilience (OR) to anticipate future trends and survive crises. By proposing a conceptual framework, this study examines the relationship between organizational resilience, strategic foresight, competitive advantage (CA), and firm performance (FP). A conceptual framework was developed to assess the hypotheses in the pharmaceutical industry. Then, partial least squares structural equation modeling (PLS-SEM) was applied to investigate the relationships quantitatively. The results of structural equation modeling (SEM) based on the data generated from 202 completed questionnaires by the pharmaceutical companies in Iran demonstrate that OR, SF, and CA have significant positive impacts on FP. Moreover, CA partially mediates the relationship between OR and FP and also between SF and FP. The findings of this study enrich the existing literature by demonstrating that early detection of environmental change and resilient manner assist Iranian pharmaceutical firms to survive if joining the WTO. This is the first study that examines the direct and indirect effect of OR and SF on the FP, considering the mediating impact of CA. This investigation attempts to address the mechanisms through which OR and SF affect organizational performance, especially in the pharmaceutical industry.

How to Achieve Swift Resilience: the Role of Digital Innovation Enabled Mindfulness

Contributed to by the prevalence of digital technology, various cases of new ventures achieve resilience quickly despite experiencing hardship. Growing attention has been devoted to mindfulness-being alert and acting swiftly-to explain recovery. Scholars have primarily focused on mindful resource preparation pre-crisis. Nevertheless, how to mindfully organize resources as a crisis occurs remains under-explored. Based on an inductive study of a ride-sharing vehicle venture, which rapidly became an open service platform during the COVID-19 pandemic in China, we develop a framework termed "swift resilience" to understand how new ventures mindfully organize resources, driven by digital innovation. In particular, we critically trace three mechanisms-"data-driven stretching," "collective sharing," and "rapid pivoting"-and develop a process model to understand how new ventures build swift resilience. Our emerging findings shed light on the scholarship of organizational resilience, mindfulness, and digital entrepreneurship, and provide guidance to managers on achieving resilience quickly.

A novel project portfolio selection framework towards organizational resilience: Robust Ordinal Priority Approach

The COVID-19 pandemic has affected the world's economic condition significantly, and construction projects have faced many challenges and disruptions as well. This should be an alarm bell for project-oriented organizations to be prepared for such events and take necessary actions at the earliest time. In this regard, project-oriented organizations should establish their business based on the resilience concept, making them flexible in dealing with risks and decreasing the recovery time after disruptions. The current study proposes a practical conceptual framework for project-oriented organizations to select the most appropriate portfolio based on organizational resilience strategy. First, portfolios are identified, and the projects are clustered based on organizational resilience strategy using the Elbow and Fuzzy C-Means methods. The projects' scores are then determined employing the stakeholders' opinions and Robust Ordinal Priority Approach (OPA-R), which can handle the uncertainty of the input data. After that, each portfolio's score is determined using the obtained scores of the projects, and the best portfolio linked to the organizational resilience strategy is selected. The application of the proposed method to a project-oriented organization is examined, and its usage for the managers of project-oriented organizations is discussed in detail.

Contextualizing small business resilience during the COVID-19 pandemic: evidence from small business owner-managers

In light of the unprecedented global crisis caused by the COVID-19 pandemic, resilient businesses are those more likely to make the transition to the post-COVID era. Our study draws on the concept of psychological resilience and focusses on individual owner-managers to the end of examining business resilience in the context of the COVID-19 pandemic. We conduct a longitudinal qualitative study, collecting data from 35 small business owner-managers between April and December 2020. Our findings-which provide insights into the micro-underpinnings of the resilience exhibited by small business in response to the COVID-19 pandemic-illustrate the responses and resilient qualities of owner-managers at both the personal and leadership levels, which facilitate resilient actions at the small business level. By drawing on a psychological perspective, our study provides a novel conceptualization of small business resilience at the person-role-organization nexus.

A CEO's Future Temporal Depth and Organizational Resilience

Scholars have long investigated the organizational antecedents of resilience, but less is known about CEO-level antecedents. This is surprising, since upper echelons research suggests that a CEO influences major firm decisions. Addressing this gap in our knowledge, we suggest that a CEO prepares for and adjusts to unexpected events in the environment on the basis of the individual future temporal depth (FTD). It reflects the temporal distance into the future that a CEO usually takes into consideration when contemplating future events. Our study of CEOs of 462 S&P500 firms during the Global Financial Crisis and the COVID-19 pandemic shows that a CEO's longer FTD is associated with less severe economic losses but with a longer recovery time from adversity. If such a CEO can draw on a functionally diverse TMT, the losses are less severe, while prior organizational crisis experience reduces the recovery time. Our paper contributes to organizational resilience research by uncovering its cognitive underpinnings and offering a contextual learning perspective on organizational resilience. We also contribute to upper echelons research by unveiling a CEO's role in preparing for and adjusting to adversity.

Resilience and occupational health of health care workers: a moderator analysis of organizational resilience and sociodemographic attributes

Objectives

Although previous studies have proposed a positive influence of resilience on the mental and physical health of health care workers, empirical evidence on its relationship with occupational health remains scarce. This study aimed to analyze the relationship between individual resilience and several occupational health indicators, as well as exploring the moderating role of organizational resilience and sociodemographic attributes on this relationship.

Methods

A cross-sectional design was used with a questionnaire applied to a sample of 325 workers from the Spanish health care sector.

Results

Individual resilience was significantly associated with the indicators of occupational health. A direct effect of individual resilience on job satisfaction was found. The influence of resilience on the perception of fatigue and suffering from an illness was reverse. Age moderated the impact of resilience on the perception of stress and medical leave. Besides, organizational resilience proved to be an important adjustment variable in job satisfaction and perception of stress.

Conclusions

The findings show the relevance to take both individual and organizational resilience into account when applying intervention programs to improve the occupational health of health care workers.

Supplementary Information

The online version contains supplementary material available at 10.1007/s00420-021-01725-8.

Lessons from the field: An evidence-informed resiliency model for child abuse organizations

BACKGROUND

Child abuse organizations are keenly aware of the impact helping abused and neglected children has on the people who do that work. In their efforts to address this issue, they look to their colleagues for recommendations on what works. Of particular value is testimony from those who have used evidence-informed programs to mitigate the impact on staff, so services to children do not suffer.

OBJECTIVE, PARTICIPANTS AND SETTING, RESULTS

The Resiliency Project provided that evidence-informed program, one that was developed for and by the child abuse field in 2009. With funding from the Office for Victims of Crime, The University of Texas at Austin team of researchers, educators and practitioners developed the Organizational Resiliency Model (ORM) specifically for the child abuse field. The model draws from research on strengths individuals who are resilient have, and offers strategies for organizations to use to build resiliency in their staff. The ORM was piloted with 24 leaders from the field, including children's advocacy centers (CACs); court-appointed special advocate (CASA) programs; and government-based child welfare agencies. This article reviews the research basis for the ORM and new research supporting the model, and offers lessons learned through structured interviews with 10 child abuse leaders who piloted the ORM and continue to use it ten years later.

CONCLUSIONS

Using the ORM, based on evidence available at the time, supported by new research and attested to by child abuse leaders who have sustained the model in their organizations, can promote a healthy and resilient workforce.

Simulation Saves the Day (and Patient)

Surgeons can use simulation to improve the safety of the systems they work within, around, because of, and despite. Health care is a complex adaptive system that can never be completely knowable; simulation can expose aspects of patient care delivery that are not necessarily evident prospectively, during planning, or retrospectively, during investigations or audits. The constraints of patient care processes and adaptive capacity of health care providers may become most evident during simulations conducted "in situ" using real teams and real equipment, in actual patient care locations.