Journal
JOURNAL OF MANAGEMENT
Volume 45, Issue 4, Pages 1434-1460Publisher
SAGE PUBLICATIONS INC
DOI: 10.1177/0149206317708854
Keywords
organizational resilience; social and environmental practices; strategic and tactical practices; global financial crisis; survival analysis
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Funding
- Strategic Research Foundation of the Strategic Management Society
- Social Sciences and Humanities Research Council of Canada
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Even though organizational researchers have acknowledged the role of social and environmental business practices in contributing to organizational resilience, this work remains scarce, possibly because of the difficulties in measuring organizational resilience. In this paper, we aim to partly remedy this issue by measuring two ways in which organizational resilience manifests through organizational outcomes in a generalized environmental disturbance-namely, severity of loss, which captures the stability dimension of resilience, and time to recovery, which captures the flexibility dimension. By isolating these two variables, we can then theorize the types of social and environmental practices that contribute to resilience. Specifically, we argue that strategic social and environmental practices contribute more to organizational resilience than do tactical social and environmental practices. We test our theory by analyzing the responses of 963 U.S.-based firms to the global financial crisis and find evidence that support our hypotheses.
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