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Strategic Management Towards Organisational Resilience
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Strategic Management Towards Organisational Resilience

A special issue of Systems (ISSN 2079-8954). This special issue belongs to the section "Systems Practice in Social Science".

Deadline for manuscript submissions: 30 November 2025 | Viewed by 1491

Special Issue Editor

Prof. Dr. Tatjana Volkova

E-Mail Website
Guest Editor
Department of Management, BA School of Business and Finance, LV-1013 Riga, Latvia
Interests: strategic management; innovation management; design management; higher education management

Special Issue Information

Dear Colleagues,

In the context of the unprecedented uncertainty caused by multicrisis, organisations must demonstrate the ability to survive and even thrive under these conditions to deliver sustainable growth. This requires a holistic strategic management approach and sophisticated managerial cognition based on future thinking. The linkages between strategic management and strategic, operational and organisational resilience, dynamic capabilities, ambidexterity, and multidexterity in organisational resilience are limited. More literature on leadership for organisational resilience, organisational resilience culture, business model innovations for delivering and enhancing organisational resilience, identifying factors leading to higher levels of organisational resilience, measurement of resilience outcomes, and resilience metrics to compare organisational resilience between peers is needed. Practitioners seek resilience frameworks, models, tools and methodologies to create organisational resilience based on best practises and empirical research. 

This special issue aims to address different research perspectives on organisational resilience, enabling the research community to share their research findings and set up new research directions in the field, thus providing fresh views, methodologies, frameworks and tools to the business community and other stakeholders to deal with uncertainty, ambiguity, volatility and complex challenges experienced. 

The researchers are invited to submit conceptual and empirical research articles on organisational resilience, strategic management as an enabler of organisational resilience, organisational resilience measurement and metrics, strategic leadership for organisational resilience, innovations for organisational resilience, organisational resilience dimensions, organisational resilience culture, business models for organisational resilience, resilience capacity and potential, and sustainable development as an organisational resilience driver.

Prof. Dr. Tatjana Volkova
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Systems is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • organisational resilience
  • strategic resilience
  • operational resilience
  • strategic management
  • organisational resilience culture
  • organisational resilience measurement
  • innovations
  • business models
  • leadership
  • uncertainty

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Published Papers (3 papers)

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Research

22 pages, 521 KiB  
Article
Synergistic Rewards for Proactive Behaviors: A Study on the Differentiated Incentive Mechanism for a New Generation of Knowledge Employees Using Mixed fsQCA and NCA Analysis
by Jie Zhou, Junqing Yang and Bonoua Faye
Systems 2025, 13(7), 500; https://doi.org/10.3390/systems13070500 - 23 Jun 2025
Viewed by 143
Abstract
In practice, the new generation of knowledge-based employees often exhibits a “lying flat” attitude. This reflects the failure of organizational incentive mechanisms. In order to improve the incentive system and encourage employees to be proactive, the study explores and compares the synergistic effects [...] Read more.
In practice, the new generation of knowledge-based employees often exhibits a “lying flat” attitude. This reflects the failure of organizational incentive mechanisms. In order to improve the incentive system and encourage employees to be proactive, the study explores and compares the synergistic effects of different rewards tools on various forms of proactive behavior in the new generation of knowledge employees. After conducting fsQCA and NCA analyses on paired data from 93 leaders and 210 employees based on the ERG theory, the findings indicate that no single reward tool is a necessary condition for triggering high proactive behavior. Instead, different reward tools need to work in synergy to produce effective motivation. Three patterns drive employees to exhibit high individual task proactivity. They are the “Dual-Drive Salary Security and Moderate Labor Dominant” pattern, the “Moderate Labor Dominant” pattern, and the “Salary Security Dominant” pattern. Two patterns drive employees to demonstrate high team member proactivity, namely the “Employee Care Dominant High-Investment” pattern and the “Pay Fairness Dominant High-Investment” pattern. Additionally, good work experience (i.e., colleague relationships) in the workplace has a significant impact on both types of proactive behavior. The research conclusions will provide insights and references for enterprise managers to design more targeted compensation incentive policies and unleash the vitality of the new generation of knowledgeable employees. Full article
(This article belongs to the Special Issue Strategic Management Towards Organisational Resilience)
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16 pages, 895 KiB  
Article
Relationships Between Generational Handover Protocols, Knowledge Transfer Behavior, and Key Organizational Outcomes
by Elene Igoa-Iraola, Fernando Díez and José Miguel Román
Systems 2025, 13(7), 497; https://doi.org/10.3390/systems13070497 - 20 Jun 2025
Viewed by 181
Abstract
(1) Background: This paper examines the relationships between generational handover protocols, knowledge transfer behavior, and key organizational outcomes. (2) Methods: A quantitative design was applied, using non-parametric tests and partial least squares structural equation modeling (PLS-SEM) on survey data from 168 employees in [...] Read more.
(1) Background: This paper examines the relationships between generational handover protocols, knowledge transfer behavior, and key organizational outcomes. (2) Methods: A quantitative design was applied, using non-parametric tests and partial least squares structural equation modeling (PLS-SEM) on survey data from 168 employees in companies located in the Basque Country. (3) Results: The presence of formal knowledge transfer protocols and generational handover processes was significantly associated with greater employee knowledge-tranfer behaviors. These behaviors, in turn, had significant positive effects on organizational innovation and job performance. Although moderate correlations were observed with strategy, performance, and competitive advantage, the structural model did not confirm direct relationships. (4) Conclusions: Despite their strategic importance, many organizations still lack formalized mechanisms for knowledge preservation. This study offers a framework for understanding the impact of structured knowledge transfer practices on organizational performance and suggests avenues for future research in knowledge continuity and succession planning. Full article
(This article belongs to the Special Issue Strategic Management Towards Organisational Resilience)
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20 pages, 819 KiB  
Article
Building a Resilient Organization Through Informal Networks: Examining the Role of Individual, Structural, and Attitudinal Factors in Advice-Seeking Tie Formation
by Xiaoyan Jin, Daegyu Yang, Wanlan Sun and Lian Xu
Systems 2025, 13(4), 245; https://doi.org/10.3390/systems13040245 - 1 Apr 2025
Cited by 1 | Viewed by 550
Abstract
Modern organizations operate not only through formal structures but also through informal networks, which play a critical role in fostering a resilient organization. This study focused on informal advice networks within organizations as a key mechanism for strengthening contextual resilience, one of the [...] Read more.
Modern organizations operate not only through formal structures but also through informal networks, which play a critical role in fostering a resilient organization. This study focused on informal advice networks within organizations as a key mechanism for strengthening contextual resilience, one of the core components of organizational resilience. By analyzing the activation of informal advice networks, this study conceptualized advice-seeking networks as a critical informal system that enhances contextual resilience and examined the individual, structural, and attitudinal factors influencing their formation. Specifically, we hypothesized that employees with higher levels of Machiavellianism are more likely to engage in advice-seeking behaviors, whereas the relationship between Machiavellianism and advice-seeking behaviors is moderated by betweenness centrality and organizational commitment, such that the positive effect of Machiavellianism on advice-seeking is weaker when betweenness centrality or organizational commitment is high. To empirically test these hypotheses, we conducted a network survey of employees at the headquarters of a life insurance company in Seoul, South Korea, and analyzed the data using an Exponential Random Graph Model (ERGM). The findings provide empirical support for all hypotheses. Based on these results, we discussed the theoretical contributions and practical implications of the study, along with its limitations. Full article
(This article belongs to the Special Issue Strategic Management Towards Organisational Resilience)
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