Table 2. Organizational resilience:... | Emerald Publishing

Table 2.

Organizational resilience: factors and indicators

Resilience factors	Indicators	Description
Planning	Proactive posture	Strategic and behavioral posture to respond to the first warning signs of change in the organization’s internal and external environment before they become a crisis
	Recovery priorities	Organization-wide awareness of what its priorities would be after a crisis, as well as an understanding of the associated minimum operational requirements
	Planning strategies	Development and evaluation of plans and strategies to manage vulnerabilities in relation to the business environment and its interested parties (stakeholders)
	Participation in exercises	Team participation in simulations or scenarios designed to practice response arrangements and validate plans
	External resources	Understanding the relationships and resources the organization may need to access from other organizations during a crisis, as well as planning and management to ensure this access
Adaptive capacity	Situation monitoring and reporting	Employees are encouraged to be vigilant about the organization, its performance and potential problems. Employees are rewarded for sharing good and bad news about the organization, including early warning signs, and these are quickly reported to organizational leaders
	Internal resources	Management and mobilization of the organization’s resources to ensure its ability to operate during periods of “business-as-usual” and provide the extra capacity needed during a crisis
	Staff engagement and involvement	Engagement and involvement from staff who understand the link between their work, the organization’s resilience and its long-term success. Employees are empowered and use their skills to solve problems
	Minimization of silos	Minimizing social, cultural and behavioral barriers, which are most often manifested as communication barriers, creating disjointed, disconnected and harmful ways of working
	Information and knowledge	Critical information is stored in multiple formats and locations, and staff can access expert opinions when needed. Duties are shared, and employees are trained so that someone can always perform the primary duties
	Leadership	Strong crisis leadership to provide good management and decision-making in times of crisis, as well as ongoing assessment of strategies and work programs against organizational objectives
	Innovation and creativity	Employees are encouraged and rewarded for using their knowledge in innovative ways to solve new and existing problems, as well as for using innovative and creative approaches to developing solutions
	Decision making	Employees have the appropriate authority to make decisions related to their work, which is clearly delegated to enable a crisis response. Highly qualified employees are involved in, or capable of, making decisions where their specific knowledge adds significant value or where their involvement will help with implementation

Resilience factors	Indicators	Description
Planning	Proactive posture	Strategic and behavioral posture to respond to the first warning signs of change in the organization’s internal and external environment before they become a crisis
	Recovery priorities	Organization-wide awareness of what its priorities would be after a crisis, as well as an understanding of the associated minimum operational requirements
	Planning strategies	Development and evaluation of plans and strategies to manage vulnerabilities in relation to the business environment and its interested parties (stakeholders)
	Participation in exercises	Team participation in simulations or scenarios designed to practice response arrangements and validate plans
	External resources	Understanding the relationships and resources the organization may need to access from other organizations during a crisis, as well as planning and management to ensure this access
Adaptive capacity	Situation monitoring and reporting	Employees are encouraged to be vigilant about the organization, its performance and potential problems. Employees are rewarded for sharing good and bad news about the organization, including early warning signs, and these are quickly reported to organizational leaders
	Internal resources	Management and mobilization of the organization’s resources to ensure its ability to operate during periods of “business-as-usual” and provide the extra capacity needed during a crisis
	Staff engagement and involvement	Engagement and involvement from staff who understand the link between their work, the organization’s resilience and its long-term success. Employees are empowered and use their skills to solve problems
	Minimization of silos	Minimizing social, cultural and behavioral barriers, which are most often manifested as communication barriers, creating disjointed, disconnected and harmful ways of working
	Information and knowledge	Critical information is stored in multiple formats and locations, and staff can access expert opinions when needed. Duties are shared, and employees are trained so that someone can always perform the primary duties
	Leadership	Strong crisis leadership to provide good management and decision-making in times of crisis, as well as ongoing assessment of strategies and work programs against organizational objectives
	Innovation and creativity	Employees are encouraged and rewarded for using their knowledge in innovative ways to solve new and existing problems, as well as for using innovative and creative approaches to developing solutions
	Decision making	Employees have the appropriate authority to make decisions related to their work, which is clearly delegated to enable a crisis response. Highly qualified employees are involved in, or capable of, making decisions where their specific knowledge adds significant value or where their involvement will help with implementation

Source(s): Adapted from Lee et al. (2013)