Towards a Dynamic Model of Organizational Resilience

In recent decades, there has been a growing interest in organizational resilience by students and management professionals. However, research in this emerging field is sparse and there is no comprehensive and ambient model to examine the factors affecting organizational resilience. This study, by thoroughly reviewing current research on organizational resilience using a meta-synthesis qualitative research method, proposes an integrated dynamic model for the study of organizational resilience and identifies the key factors constituting organizational resilience. A thorough analysis of current organizational resilience research shows that existing studies on organizational resilience, considering organizational resilience as a state rather than a dynamic capability, have largely focused on separate dimensions. This paper proposes a model that takes into account all the concepts presented in the definitions and international standards, as well as variables and factors affecting resilience, which should be weighted based on the type of organization, type of service and some contextual parameters, and specify how to measure them. The research data were collected from qualitative analysis of the studied documents, and for qualitative analysis of the documents, the seven-step method of Sandelowski and Barroso hybrid was used. Finally, 3 categories, 11 concepts and 31 codes related to organizational resilience were identified.