Case studies: results
| Resilience factors | Indicators | Rural firm | Farmer’s union | Agriculture cooperative | |||
|---|---|---|---|---|---|---|---|
| Planning | Proactive posture | + | Strategic readiness among its team and management | + | Situation awareness, but tde organization faces challenges in swiftly changing its “business as usual" | + | Good strategic and behavioral readiness |
| Recovery priorities | + | Profound understanding of its values and priorities | ++ | The union’s management and staff exhibit a profound understanding of priorities and the minimum resources required to achieve them | 0 | Not mentioned | |
| Planning strategies | – | Challenges in planning strategies and building stress test plans | – | The COVID-19 scenario underscores the importance of introducing stress test plans into the organization’s routine | – | The actions taken to address difficulties are not adequately planned and tested | |
| Participation in exercises | 0 | Not mentioned | 0 | Not mentioned | 0 | Not mentioned | |
| External resources | – | The organization approaches partnerships modestly | + | Committed to fostering strong relationships with individuals and organizations to provide support during times of crisis | ++ | The organization is committed to proactively cultivating effective partnerships with other organizations, individuals, and the government | |
| Adaptive capacity | Situation monitoring and reporting | – | There is room for enhanced industry monitoring to proactively prepare for future crises and derive valuable insights from past challenges | + | Situation awareness | + | Proactive monitoring to provide early warnings of potential future problems |
| Internal resources | 0 | Not mentioned | + | The organization’s mature and structured management ensures its ability to sustain operations, even in times of crisis | – | Absence of stockpiled resources for crises; obtaining them quickly can pose challenges | |
| Staff engagement and involving | – | A noticeable challenge lies in employee engagement during crises | ++ | Employees showcasing commitment to projects and problem-solving | – | There is a knowledge gap among employees about crisis response despite a well-established culture of belonging within the organization | |
| Minimization of silos | 0 | Not mentioned | + | Low internal barriers | + | Positively addressed, it indicates the organization’s efforts to minimize both internal and external barriers | |
| Information and knowledge | – | Constraints exist in providing diverse sources of critical information | +++ | Ample access to critical information and key personnel capable of performing crucial roles when needed | – | The cooperative does not appear to explore this aspect well, revealing a lack of autonomy within the team when key individuals are absent | |
| Leadership | +++ | The firm stands out with robust leadership and management that effectively navigate crises | +++ | The organization excels in the leadership dimension | ++ | While the cooperative’s management leads by example and effectively controls crises, there is a notable absence of recurrent evaluation concerning the proposed objectives | |
| Innovation and creativity | + | The firm encourages innovative thinking among its employees | + | The organization actively encourages innovative and creative problem-solving approaches | + | Modest levels | |
| Decision-making | + | The organization excels in facilitating swift decision-making during crises | – | Challenges persist in facilitating rapid decision-making by the most qualified individuals despite providing employees with direct access to decision-makers | ++ | The cooperative possesses a qualified team and a well-established authority to ensure rapid decision-making when necessary | |
| Resilience factors | Indicators | Rural firm | Farmer’s union | Agriculture cooperative | |||
|---|---|---|---|---|---|---|---|
| Planning | Proactive posture | + | Strategic readiness among its team and management | + | Situation awareness, but tde organization faces challenges in swiftly changing its “business as usual" | + | Good strategic and behavioral readiness |
| Recovery priorities | + | Profound understanding of its values and priorities | ++ | The union’s management and staff exhibit a profound understanding of priorities and the minimum resources required to achieve them | 0 | Not mentioned | |
| Planning strategies | – | Challenges in planning strategies and building stress test plans | – | The COVID-19 scenario underscores the importance of introducing stress test plans into the organization’s routine | – | The actions taken to address difficulties are not adequately planned and tested | |
| Participation in exercises | 0 | Not mentioned | 0 | Not mentioned | 0 | Not mentioned | |
| External resources | – | The organization approaches partnerships modestly | + | Committed to fostering strong relationships with individuals and organizations to provide support during times of crisis | ++ | The organization is committed to proactively cultivating effective partnerships with other organizations, individuals, and the government | |
| Adaptive capacity | Situation monitoring and reporting | – | There is room for enhanced industry monitoring to proactively prepare for future crises and derive valuable insights from past challenges | + | Situation awareness | + | Proactive monitoring to provide early warnings of potential future problems |
| Internal resources | 0 | Not mentioned | + | The organization’s mature and structured management ensures its ability to sustain operations, even in times of crisis | – | Absence of stockpiled resources for crises; obtaining them quickly can pose challenges | |
| Staff engagement and involving | – | A noticeable challenge lies in employee engagement during crises | ++ | Employees showcasing commitment to projects and problem-solving | – | There is a knowledge gap among employees about crisis response despite a well-established culture of belonging within the organization | |
| Minimization of silos | 0 | Not mentioned | + | Low internal barriers | + | Positively addressed, it indicates the organization’s efforts to minimize both internal and external barriers | |
| Information and knowledge | – | Constraints exist in providing diverse sources of critical information | +++ | Ample access to critical information and key personnel capable of performing crucial roles when needed | – | The cooperative does not appear to explore this aspect well, revealing a lack of autonomy within the team when key individuals are absent | |
| Leadership | +++ | The firm stands out with robust leadership and management that effectively navigate crises | +++ | The organization excels in the leadership dimension | ++ | While the cooperative’s management leads by example and effectively controls crises, there is a notable absence of recurrent evaluation concerning the proposed objectives | |
| Innovation and creativity | + | The firm encourages innovative thinking among its employees | + | The organization actively encourages innovative and creative problem-solving approaches | + | Modest levels | |
| Decision-making | + | The organization excels in facilitating swift decision-making during crises | – | Challenges persist in facilitating rapid decision-making by the most qualified individuals despite providing employees with direct access to decision-makers | ++ | The cooperative possesses a qualified team and a well-established authority to ensure rapid decision-making when necessary | |
Note(s): In this table, 0 denotes that the indicator does not play a significant role in the organization’s resilience. The use of – signals the potential negative influence of the indicators, + reflects some efforts in this direction, ++ indicates a strong effort and +++ signifies a robust one
Source(s): Table by authors
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.