Mapping Theoretical Perspectives for Requisite Resilience
Abstract
1. Introduction
2. Defining Requisite Resilience as a Capability Within Complex Adaptive Systems
2.1. Requisite Resilience
2.2. Complex Adaptive Systems
2.3. Interorganizational Interactions as a Source of Resilience
3. Methodological Approach
3.1. Identification and Categorisation
3.2. Evaluation Grid and Operational Definitions
4. Main Theories
4.1. Foundational or Diagnostic Theories
4.1.1. Organizational Ecology
4.1.2. Contingency Theory and Neo-Institutionalism
4.2. Enabling or Capability-Building Theories
4.2.1. Strategic Choice and Upper Echelons Theory
4.2.2. Resource Dependence Theory
4.2.3. Resources, Dynamic Capabilities and Knowledge
4.2.4. Dialectical and Co-Evolutionary Perspectives
4.2.5. Attention-Based View
4.3. From Passive to Active Requisite Resilience
5. Analysis of Theories of the Firm for Requisite Resilience
5.1. Mapping
5.2. Discussion: Evaluation of Theoretical Contributions to Requisite Resilience
5.2.1. Foundational Perspectives as Contextual Baselines
5.2.2. Enabling Perspectives as Drivers of Adaptive Agency
5.2.3. Capability-Based Perspectives as Enablers of Sustained Adaptability
5.2.4. Oriented Perspectives as Integrators of Constraint and Agency
5.2.5. Cognitive Perspectives as Triggers for Timely Adaptation
5.3. Integrating Perspectives for Requisite Resilience
6. Conclusions
Limitations and Future Research
Author Contributions
Funding
Data Availability Statement
Conflicts of Interest
References
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Element of Analysis | Example 1 (Cluster) | Example 2 (Ecosystem) | Example 3 (Crisis Coalition) |
---|---|---|---|
Type of Exchange | Technical know-how, informal updates | Market intelligence, coordination data | Alerts, emergency procedures |
Participants | Middle managers, engineers | Executives, business unit heads | Cross-level teams, crisis response units, all willing agents |
Structure of Exchange | Informal, frequent, peer-to-peer | Structured meetings, digital platforms | Ad hoc, protocol-driven |
Nature of Relationship | Cooperative, trust-based | Co-opetitive, strategic alliances | Temporary coordination |
Pre-crisis Embeddedness | High, long-standing community ties | Moderate, strategic interdependence | Low, assembled during crisis |
Impact on Requisite Resilience | Facilitates fast, decentralized response through shared norms and trust | Enables coordinated strategic repositioning with adaptive room for maneuver | Effectiveness depends rapid mobilization capacity |
Theory | View of the Environment | Main Mechanism of Adaptation | Role of Managerial Agency | Implications for Requisite Resilience |
---|---|---|---|---|
Organizational Ecology | Deterministic, environment selects survivors | Variation–selection–retention at population level | Minimal | Focus on passive RR: survival depends on structural fit; little capacity for strategic adaptation |
Industrial Organization | Largely deterministic but allows strategic positioning | Competition driven by industry structure | Limited | Highlights external constraints but introduces strategic levers; RR depends on positioning within competitive dynamics |
Contingency Theory | Adaptive, fit-driven | Structural alignment with environmental demands | Moderate | Supports RR when structures match environmental dynamism; emphasizes configurational adaptability |
Neo-institutionalism | Deterministic through institutional norms | Isomorphism via legitimacy-seeking behaviours | Minimal | Ensures stability but risks rigidity; promotes RR in stable contexts but limits transformative capacity |
Upper Echelons Theory | Adaptive, cognition-driven | Executive perceptions shape strategy | High | RR depends on diversity and cognitive capabilities of leadership teams; highlights bounded rationality |
Resource Dependence Theory | Interdependent | Managing external ties to secure critical resources | Moderate to high | RR linked to network strategies and ability to reconfigure partnerships under uncertainty |
Resource-Based View | Resource-centric, partially deterministic | Leveraging valuable, rare, inimitable resources | Moderate | Focuses on robustness via resource control but less on rapid adaptability |
Dynamic Capabilities | Adaptive and process-driven | Integrating, building, and reconfiguring competences | High | Central for RR: combines robustness and agility to thrive under turbulence |
Knowledge-Based View | Adaptive, learning-oriented | Creation, sharing, and exploitation of knowledge | High | RR emerges from collective learning and continuous innovation in complex environments |
Dialectical & Co-evolutionary | Reciprocal causality | Mutual shaping between firm and environment | High | Explains RR as dynamic balance between structural constraints and strategic agency over time |
Attention-Based View | Adaptive, cognition- and process-driven | Allocation and focus of managerial attention | High | RR enhanced when firms detect weak signals, prioritise critical cues, and mobilise timely responses |
Option-Based View | Uncertainty-sensitive, flexibility-oriented | Strategic investment in future options | High | Positions RR as a portfolio of adaptive pathways; maintains optionality under deep uncertainty |
Theory/Perspective | Core Logic/Emphasis | Grain of Analysis | Main RR Stage Supported (Anticipation, Absorption, Adaptation, Managing the New Normal) |
---|---|---|---|
Organisational ecology | Population-level selection; survival of forms | Industry/population | Anticipation—highlights environmental constraints and vulnerabilities |
Industrial organisation | Market structure shapes firm conduct and performance | Industry/firm | Anticipation—identifies structural barriers and competitive pressures |
Neo-institutionalism | Legitimacy and conformity to institutional pressures | Organisation/field | Managing the new normal—explains conformity and persistence under institutional rules |
Strategic choice | Managerial discretion in shaping strategies | Firm/decision makers | Adaptation—agency and discretion guide proactive change |
Upper echelons theory | Executive characteristics shape firm outcomes | Top management team | Anticipation & adaptation—cognitive traits condition weak-signal detection and action |
Resource-based view | Firm resources as source of advantage | Firm | Absorption—buffers shocks by leveraging unique resource stocks |
Dynamic capabilities | Reconfiguring resources to adapt to change | Firm/process | Adaptation—explicit reconfiguration for renewal |
Knowledge-based view | Knowledge creation and integration as strategic asset | Firm/team | Absorption & adaptation—supports learning and knowledge application |
Evolutionary economics | Routines and variation-selection-retention processes | Firm/industry | Managing the new normal—explains gradual renewal and long-term adjustment |
Attention-based view | Organisational attention shapes strategic action | Organisation/decision | Anticipation—ensures detection and prioritisation of critical signals |
Option-based reasoning | Investments as real options under uncertainty | Firm/project | Adaptation—guides choices under uncertainty before committing to action |
Co-evolutionary perspectives | Mutual adaptation between firms and environments | Interorganisational/field | Adaptation & managing the new normal—joint adjustments with partners and ecosystems |
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Neukam, M.; Muller, E.; Burger-Helmchen, T. Mapping Theoretical Perspectives for Requisite Resilience. Information 2025, 16, 854. https://doi.org/10.3390/info16100854
Neukam M, Muller E, Burger-Helmchen T. Mapping Theoretical Perspectives for Requisite Resilience. Information. 2025; 16(10):854. https://doi.org/10.3390/info16100854
Chicago/Turabian StyleNeukam, Marion, Emmanuel Muller, and Thierry Burger-Helmchen. 2025. "Mapping Theoretical Perspectives for Requisite Resilience" Information 16, no. 10: 854. https://doi.org/10.3390/info16100854
APA StyleNeukam, M., Muller, E., & Burger-Helmchen, T. (2025). Mapping Theoretical Perspectives for Requisite Resilience. Information, 16(10), 854. https://doi.org/10.3390/info16100854