Layla Branicki

Creating resilient SMEs: why one size might not fit all

This article is a first step towards addressing a gap in the field of organisational resilience research by examining how small and medium enterprises (SME) manage the threat and actuality of extreme events. Pilot research found that the managerial framing of extreme events varied by a range of organisational factors. This finding informed further examination of the contextual nature of the resilience concept. To date, large organisations have been the traditional focus of empirical work and theorising in this area; yet the heterogeneous SME sector makes up approximately 99% of UK industry and routinely operates under conditions of uncertainty. In a comparative study examining UK organisational resilience, it emerged that SME participants had both a distinctive perspective and approach to resilience when compared to participants from larger organisations. This article presents a subset of data from 11 SME decision-makers. The relationship between resilience capabilities, such as flexibility and adaptation, is interrogated in relation to organisational size. The data suggest limitations of applying a one-size-fits-all organisation solution (managerial or policy) to creating resilience. This study forms the basis for survey work examining the extent to which resilience is an organisationally contingent concept in practice.

Extreme events, organizations and the politics of strategic decision making

Purpose – Threats of extreme events, such as terrorist attacks or infrastructure breakdown, are potentially highly disruptive events for all types of organizations. This paper seeks to take a political perspective to power in strategic decision making and how this influences planning for extreme events. Design/methodology/approach – A sample of 160 informants drawn from 135 organizations, which are part of the critical national infrastructure in the UK, forms the empirical basis of the paper. Most of these organizations had publicly placed business continuity and preparedness as a strategic priority. The paper adopts a qualitative approach, coding data from focus groups. Findings – In nearly all cases there is a pre-existing dominant coalition which keeps business continuity decisions off the strategic agenda. The only exceptions to this are a handful of organizations which provide continuous production, such as some utilities, where disruption to business as usual can be readily quantified. The data reveal structural and decisional elements of the exercise of power. Structurally, the dominant coalition centralizes control by ensuring that only a few functional interests participate in decision making. Research limitations/implications – Decisional elements of power emphasize the dominance of calculative rationality where decisions are primarily made on information and arguments which can be quantified. Finally, the paper notes the recursive aspect of power relations whereby agency and structure are mutually constitutive over time. Organizational structures of control are maintained, despite the involvement of managers charged with organizational preparedness and resilience, who remain outside the dominant coalition. Originality/value – The paper constitutes a first attempt to show how planning for emergencies fits within the strategy-making process and how politically controlled this process is.

Why resilience managers aren’t resilient, and what human resource management can do about it

Abstract Prior resilience research typically focuses on either the individual or the organisational level of analysis, emphasises resilience in relation to day-to-day stressors rather than extreme events and is empirically under-developed. In response, our study inductively theorises about the relationships between individual and organisational resilience, drawing upon a large-scale study of resilience work in UK and French organisations. Our first-hand accounts of resilience work reveal the micro-processes involved in producing resilient organisations, and highlight the challenges experienced in doing resilience work in large organisations. We show that these micro-processes have significant implications for resilience at both individual and organisational levels, and draw implications for how HRM interventions can help to promote individual, and thus organisational, resilience.

How entrepreneurial resilience generates resilient SMEs

The purpose of this paper is to investigate how entrepreneurial behaviors support small and medium-sized enterprise (SME) resilience, refine the concept of entrepreneurial resilience, and identify how SME resilience might be promoted.,Qualitative data were collected in the UK via 11 focus groups which provided a sub-sample of 19 SME participants.,Because of their experience operating in uncertain environments, their direct experience of adversity, and the informal organizational settings they inhabit, entrepreneurs are often highly resilient and possess capabilities that enable SMEs to be resilient. Entrepreneurial resilience provides a basis for SME resilience that differs significantly from best practices as understood in larger firms.,Exploratory qualitative research on a small sample (n=19) limits the generalizability of this work. Further research could quantitatively test the paper’s findings and/or examine the link between entrepreneurial resilience and the resilience of larger firms.,Rather than encouraging formal planning and redundancy, policy and practice designed to promote the resilience of SMEs should pay greater attention to building capacities to cope with uncertainty, generating and leveraging personal relationships, and activating the ability to experiment and think creatively in response to crises.,This paper draws on organizational psychology research to refine understanding of entrepreneurial resilience and to empirically examine and inductively theorize the multi-level relationships between entrepreneurial resilience and SME resilience.

City evacuations: An interdisciplinary approach

Evacuating a city is a complex problem that involves issues of governance, preparedness education, warning, information sharing, population dynamics, resilience and recovery. As natural and anthropogenic threats to cities grow, it is an increasingly pressing problem for policy makers and practitioners. The book is the result of a unique interdisciplinary collaboration between researchers in the physical and social sciences to consider how an interdisciplinary approach can help plan for large scale evacuations. It draws on perspectives from physics, mathematics, organisation theory, economics, sociology and education. Importantly it goes beyond disciplinary boundaries and considers how interdisciplinary methods are necessary to approach a complex problem involving human actors and increasingly complex communications and transportation infrastructures. Using real world case studies and modelling the book considers new approaches to evacuation dynamics. It addresses questions of complexity, not only in terms of theory, but examining the latest challenges for cities and emergency responders. Factors such as social media, information quality and visualisation techniques are examined to consider the ‘new’ dynamics of warning and informing, evacuation and recovery.

Shooting for the Moon? Relationships between Corporate Environmental Aspirations and Achievements

In spite of the growth in the salience of climate change and environmental degradation, progress within companies in relation to reducing environmental impacts is limited and patchy. While there is...

Unpacking the Impacts of Social Media Upon Crisis Communication and City Evacuation

In the UK National Security Strategy it was argued that networks, including those facilitated by social networking technologies, could impact upon security as a wide range of ideas could easily proliferate (2010, p. 16). As indicated in Chap. “ City Evacuations: their pedagogy and the need for an inter-disciplinary approach”, crisis communication is a vital aspect of effectively managing large-scale evacuations. This chapter therefore examines the implications of this new ‘mass of connections’ in the context of evacuation. It draws upon data from three highly varied UK city locations in order to examine the impact of social networking technologies upon official (i.e. first responder, local authority or national government led) emergency communication strategies. The chapter specifically addresses two inter-related findings: the opportunities for and threats to official crisis communication that emerge from the introduction and uptake of social networking technologies and the re-configuration of crisis information exchange between government, traditional media and citizens. The chapter concludes by offering a range of policy and practice recommendations focused upon improving communication strategies in the context of evacuation.