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: 31 May 2025 | Viewed by 806
Special Issue Editor
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
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Keywords
- organisational resilience
- strategic resilience
- operational resilience
- strategic management
- organisational resilience culture
- organisational resilience measurement
- innovations
- business models
- leadership
- uncertainty
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