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Most companies are far better at executing their current activities than at adapting to long-term changes in the business environment. Very few can do both well.
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E. Beinhocker, “The Adaptable Corporation,” McKinsey Quarterly 2 (2006).
L. Välikangas, The Resilient Organization: How Adaptive Cultures Thrive Even When Strategy Fails, McGraw-Hill, 2010, p. 110.
G. Hamel and L. Välikangas, “The Quest for Resilience,” Harvard Business Review 81, no. 9 (2003): 54.
K. Weick and K. Sutcliffe, Managing the Unexpected: Resilient Performance in an Age of Uncertainty, Jossey-Bass, 2007.
S. L. Brown and K. M. Eisenhardt, Competing on the Edge: Strategy as Structured Chaos, Harvard Business School Press, 1998.
L. Välikangas, The Resilient Organization, p. 92.
P. H. Longstaff, “Is the Blame Game Making Us Less Resilient?,” Proceedings of the First International Symposium on Societal Resilience, Homeland Security Studies and Analysis Institute, 2011.
Resilient Organizations, http://www.resorgs.org.nz
C. A. Lengnick-Hall, T. E. Beck, and M. L. Lengnick-Hall, “Developing a Capacity for Organizational Resilience through Strategic Human Resource Management,” Human Resource Management Review 21 (2011): 243–255.
E. Hollnagel, J. Paries, D. Woods, and J. Wreathall, eds., Resilience Engineering in Practice: A Guidebook, Ashgate, 2010.
Helpful information was provided by the following individuals at AEP: Doug Buck, Sylvette Gilbert, Phil Lewis, Jim Nowak, Craig Rhoades, and Laura Thomas. The case study was coauthored by Iliana Filyanova of Ohio State University’s Fisher College of Business.
- Organizational Resilience
- Island Press/Center for Resource Economics
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- Chapter number
- Chapter Eight