Table 2 The structure of the... | Emerald Publishing

Table 2

The structure of the organizational antifragility measurement instrument

Components	Item	Abbreviation
Redundancy	1. Each year, we allocate resources (financial, human, and material) specifically for managing contingencies, emergencies, and crises	RED_1
	2. When planning resources (material, financial, human), we deliberately incorporate surpluses to safeguard against a possible shortage in an unforeseen situation	RED_2
	3. Within our organization, multiple employees can fulfill essential roles. If personnel changes are necessary, we can swiftly make transitions, ensuring the uninterrupted continuation of business operations	RED_3
Small stressor inducement	4. We regularly expose our employees to minor stressors to improve their capacity to cope with the disorder (e.g. carrying out tasks with fewer resources than usual, rotating employees to perform activities different from their regular functions by artificially integrating errors, and monitoring whether and how employees respond to these situations)	SSI_1
	5. We only implement high-risk initiatives within limited segments of our operations (e.g. experimenting with new techniques/implementing new service delivery methods/optimizing internal and external processes/installing innovative technologies, etc.) in some of our activities	SSI_2
	6. How strongly do you agree with the statement that artificially induced uncomfortable/unforeseeable situations, where employees are compelled to step beyond their comfort zone, enhance their ability to manage large-scale crises?	SSI_3
Non-linear responses	7. How strongly do you agree that errors in your organization during work are regarded as opportunities to gain fresh insights?	NLP_1
	8. In case of disruption, we evaluate what we did well and what could have been done differently. Subsequently, we integrate the acquired experience and knowledge into our ongoing efforts to enhance the organization’s operations	NLP_2
	9. Employees, within the limits of their competence, autonomously devise and execute short-term plans, establish implementation strategies, and suggest improvements to their tasks	NLP_3
Diversity of responses	10. Our employees can easily and quickly adapt to different roles or responsibilities	DoR_1
	11. We have at least one solution for every conceivable risk management scenario	DoR_2
	12. It is common for us to exchange relevant information with other organizations	DoR_3
Capacity for emergent behavior	13. We involve employees in strategic decision-making, asking for suggestions and recommendations for further improvement within their competence	CfEB_1
	14. To what extent do you agree with the statement that activities carried out in one department impact other departments, and that successes and setbacks in one area of operation can impact the organization?	CfEB_2
	15. Collaborative efforts involving personnel possessing diverse skillsets are regularly observed within our organization	CfEB_3

Components	Item	Abbreviation
Redundancy	1. Each year, we allocate resources (financial, human, and material) specifically for managing contingencies, emergencies, and crises	RED_1
	2. When planning resources (material, financial, human), we deliberately incorporate surpluses to safeguard against a possible shortage in an unforeseen situation	RED_2
	3. Within our organization, multiple employees can fulfill essential roles. If personnel changes are necessary, we can swiftly make transitions, ensuring the uninterrupted continuation of business operations	RED_3
Small stressor inducement	4. We regularly expose our employees to minor stressors to improve their capacity to cope with the disorder (e.g. carrying out tasks with fewer resources than usual, rotating employees to perform activities different from their regular functions by artificially integrating errors, and monitoring whether and how employees respond to these situations)	SSI_1
	5. We only implement high-risk initiatives within limited segments of our operations (e.g. experimenting with new techniques/implementing new service delivery methods/optimizing internal and external processes/installing innovative technologies, etc.) in some of our activities	SSI_2
	6. How strongly do you agree with the statement that artificially induced uncomfortable/unforeseeable situations, where employees are compelled to step beyond their comfort zone, enhance their ability to manage large-scale crises?	SSI_3
Non-linear responses	7. How strongly do you agree that errors in your organization during work are regarded as opportunities to gain fresh insights?	NLP_1
	8. In case of disruption, we evaluate what we did well and what could have been done differently. Subsequently, we integrate the acquired experience and knowledge into our ongoing efforts to enhance the organization’s operations	NLP_2
	9. Employees, within the limits of their competence, autonomously devise and execute short-term plans, establish implementation strategies, and suggest improvements to their tasks	NLP_3
Diversity of responses	10. Our employees can easily and quickly adapt to different roles or responsibilities	DoR_1
	11. We have at least one solution for every conceivable risk management scenario	DoR_2
	12. It is common for us to exchange relevant information with other organizations	DoR_3
Capacity for emergent behavior	13. We involve employees in strategic decision-making, asking for suggestions and recommendations for further improvement within their competence	CfEB_1
	14. To what extent do you agree with the statement that activities carried out in one department impact other departments, and that successes and setbacks in one area of operation can impact the organization?	CfEB_2
	15. Collaborative efforts involving personnel possessing diverse skillsets are regularly observed within our organization	CfEB_3

Source(s): Table created by authors