Search for Articles:
Title / Keyword
Author / Affiliation / Email
Journal
Article Type
 
 
Advanced Search
 
Section
Special Issue
Volume
Issue
Number
Page
 
4.1
3.1
Journals
Systems
Special Issues
Strategic Management Towards Organisational Resilience
share announcement

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 5763

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

Benefits of Publishing in a Special Issue

  • Ease of navigation: Grouping papers by topic helps scholars navigate broad scope journals more efficiently.
  • Greater discoverability: Special Issues support the reach and impact of scientific research. Articles in Special Issues are more discoverable and cited more frequently.
  • Expansion of research network: Special Issues facilitate connections among authors, fostering scientific collaborations.
  • External promotion: Articles in Special Issues are often promoted through the journal's social media, increasing their visibility.
  • Reprint: MDPI Books provides the opportunity to republish successful Special Issues in book format, both online and in print.

Further information on MDPI's Special Issue policies can be found here.

Published Papers (6 papers)

Download All Papers
Order results
Result details
Show export options expand_more Show export options expand_less
Select all
Export citation of selected articles as:

Research

26 pages, 1371 KB  
Article
Investigating the Connection Between Individual Resilience and Organisational Resilience
by M. Mitansha and Regan Potangaroa
Systems 2025, 13(10), 907; https://doi.org/10.3390/systems13100907 - 15 Oct 2025
Viewed by 231
Abstract
Resilience has become a central theme in organisational research, particularly in sectors such as construction that face frequent disruption, complexity, and uncertainty. Although individual resilience (IR) and organisational resilience (OR) have been widely explored, their relationship remains conceptually fragmented and often assumed to [...] Read more.
Resilience has become a central theme in organisational research, particularly in sectors such as construction that face frequent disruption, complexity, and uncertainty. Although individual resilience (IR) and organisational resilience (OR) have been widely explored, their relationship remains conceptually fragmented and often assumed to be either linear or inherently aligned. This study, thus, examines how the IR–OR relationship has been conceptualised in the literature, explores the nature of their interdependence, and identifies future research opportunities. A reflexive thematic analysis of peer-reviewed literature was conducted using Braun and Clarke’s framework, supported by NVivo 14 for data organisation and pattern identification. The analysis revealed gaps in how resilience is theorised and highlighted the absence of cohesive frameworks linking individual and organisational domains. In response, the study introduces three conceptual models: the stacked model, which treats IR and OR as hierarchical; the nested model, which reflects partial overlap; and the modified integrated model, indicating combined action of various factors. While this study draws on literature across all industries, the New Zealand construction sector is referenced as an illustrative example of a highly vulnerable sector where future empirical testing of the proposed models would be valuable. This research contributes to theory by reframing resilience as a relational construct shaped by numerous conditions. It also provides a foundation for future empirical studies and practical frameworks that embed resilience more holistically into organisational design, leadership development, and workforce strategy. Full article
(This article belongs to the Special Issue Strategic Management Towards Organisational Resilience)
►▼ Show Figures

Figure 1

20 pages, 696 KB  
Article
TMT Diversity and the Financial Performance of Listed Chinese Companies: Three-Way Interaction Analysis of Innovativeness and Government R&D Subsidies
by Yu Jin Chang, Tin Myat Noe Wai and Jae Wook Yoo
Systems 2025, 13(10), 842; https://doi.org/10.3390/systems13100842 - 25 Sep 2025
Viewed by 371
Abstract
This study investigates how the functional diversity of top management teams (TMTs) affects the financial performance of A-share Chinese companies. To this end, we examine the interaction effects of TMT diversity with organizational innovativeness and government institutional support. Grounded in upper echelons theory, [...] Read more.
This study investigates how the functional diversity of top management teams (TMTs) affects the financial performance of A-share Chinese companies. To this end, we examine the interaction effects of TMT diversity with organizational innovativeness and government institutional support. Grounded in upper echelons theory, absorptive capacity theory, and institutional theory, this study uses hierarchical multiple regression to analyze data from 396 firms listed on the Shanghai and Shenzhen stock exchanges between 2022 and 2023. The results indicate that TMT functional diversity has a statistically significant positive effect on corporate financial performance, with organizational innovativeness positively moderating this relationship. This moderating effect is further strengthened by high government subsidies for research and development, confirming a three-way interaction effect among these three variables. The findings suggest that TMT diversity improves financial outcomes when firms have both robust internal innovation and external institutional support. By confirming the strategic significance of TMT composition in China and elucidating the effect of government subsidies, this study contributes both practically and theoretically to the strategic management literature on emerging markets. The findings clarify the implications of the contingent conditions under which TMT diversity translates into superior organizational performance. Full article
(This article belongs to the Special Issue Strategic Management Towards Organisational Resilience)
►▼ Show Figures

Figure 1

23 pages, 493 KB  
Article
Reframing Technostress for Organizational Resilience: The Mediating Role of Techno-Eustress in the Performance of Accounting and Financial Reporting Professionals
by Sibel Fettahoglu and Ibrahim Yikilmaz
Systems 2025, 13(7), 550; https://doi.org/10.3390/systems13070550 - 7 Jul 2025
Viewed by 1015
Abstract
This study examines how employees perceive technology-based demands during the digital transformation process and how these perceptions affect job performance. The research utilized data obtained from 388 experts in the accounting and financial reporting profession, a knowledge-intensive field that heavily employs new technologies [...] Read more.
This study examines how employees perceive technology-based demands during the digital transformation process and how these perceptions affect job performance. The research utilized data obtained from 388 experts in the accounting and financial reporting profession, a knowledge-intensive field that heavily employs new technologies (e.g., ERP systems, digital audit tools). The data collected through a convenience sampling method was analyzed using SPSS 27 and SmartPLS 4 software. The findings reveal that the direct effect of technostress on job performance is not significant; however, this stress indirectly contributes to performance through techno-eustress. In this study, techno-eustress refers to the cognitive appraisal of technology-related demands as development-enhancing challenges rather than threats. This concept is theoretically grounded in the broader eustress framework, which views stressors as potentially motivating and growth-promoting when positively interpreted. The model is based on Cognitive Evaluation Theory, the Job Demands–Resources Model, and Self-Determination Theory. This study demonstrates that digital transformation can promote not only operational improvements but also organizational resilience by enhancing employees’ psychological resources and adaptive capacities. By highlighting the mediating role of techno-eustress, this research offers a nuanced perspective on how human-centered cognitive mechanisms can strategically support performance and sustainability in the face of technological disruption—an increasingly relevant area for organizations striving to thrive amid uncertainty. Full article
(This article belongs to the Special Issue Strategic Management Towards Organisational Resilience)
►▼ Show Figures

Figure 1

22 pages, 521 KB  
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
Cited by 1 | Viewed by 862
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)
►▼ Show Figures

Figure 1

16 pages, 895 KB  
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 795
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)
►▼ Show Figures

Figure 1

20 pages, 819 KB  
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 2 | Viewed by 1384
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)
►▼ Show Figures

Figure 1

Show export options expand_more Show export options expand_less
Select all
Export citation of selected articles as:
 
Displaying articles 1-6
Back to TopTop