Resilience in a Digital Age: Global Challenges in Organisations and Society (Contributions to Management Science)

In recent years, decision-makers from all sectors have been using 'resilience' as a keyword for managing societal turbulences. But what is resilience? How can we benefit from integrating digital transformation and resilience? In this book, some of the world's leading experts on resilience explore the issue and discuss possible answers to these questions. The editors of this book believe that resilience is the master key for the future. However, they also remind us that people are at the base of any process of resilience and, only by placing people at the center of transformation, can we aspire to have resilient organizations and a resilient society. Foreword Surviving the Digital Tsunami References Acknowledgments About the Book Contents About the Editors Chapter 1: Introduction Part I: Foundations, Concepts and Frameworks Chapter 2: Systemic Potentials for Resilient Performance 2.1 What Does Resilient Performance Mean? 2.2 Systemic Potentials for Resilient Performance 2.2.1 The Interdependence of the Potentials 2.3 How Can Potentials Be Managed? 2.3.1 Purposes of Management 2.3.2 Three Types of Knowledge 2.3.3 Assessing the Potentials 2.4 Conclusion: Resilience vs. Potentials for Resilient Performance References Chapter 3: Resilience and Digital Transformation Challenges in Oil and Gas Integrated Operations 3.1 Introduction 3.2 Theoretical Background 3.2.1 Integrated Operations 3.2.2 Complex Socio-Technical Systems 3.2.3 FRAM 3.3 Method 3.4 Description of the Operations 3.4.1 Running Lower and Land-Out BOP 3.4.2 High-Pressure Compressor Startup 3.5 Analyses of Variabilities 3.5.1 Running Lower and Land-Out BOP 3.5.1.1 First Instantiation 3.5.1.2 Second Instantiation 3.5.1.3 Third Instantiation 3.5.2 High-Pressure Compressor Startup 3.5.2.1 First Instantiation 3.5.2.2 Second Instantiation 3.5.2.3 Third Instantiation 3.6 Discussion 3.7 Conclusion References Chapter 4: Relational Capital and Organisational Resilience 4.1 Introduction 4.2 Methodology 4.3 Literature Review 4.4 Relationship Between Relational Capital and Organisational Resilience: A Conceptual Framework 4.5 Conclusion and Future Work References Chapter 5: Organisational Resilience in the Digital Age: Management Strategies and Practices 5.1 Introduction 5.2 Intellectual Capital and Its Dimensions 5.3 Organisational Resilience in the Digital Age 5.4 Management Practices for Organisational Resilience 5.5 Conclusions and Practical Guidelines References Chapter 6: Framework for the Analysis of Resilient Performance Conditionings in Integrated Operations of the Oil and Gas Indus... 6.1 Introduction 6.2 Human Factors Under the Perspective of Safety and Resilience 6.3 Research Methods 6.4 Presentation of the Framework Modules 6.4.1 Organisation Model 6.4.2 Analysis of Workers Perception of Resilient Performance Conditionings 6.4.3 Analysis of the Conditioning Factors of Resilient Performance from Reports and Data on Accident Investigation 6.5 Conclusions References Chapter 7: Relating National Intellectual Capital with Resilience, Reliability, Sustainability, and Reputation of Countries 7.1 Introduction 7.1.1 Resilience 7.1.2 Intellectual Capital and Sustainability 7.1.3 Reliability 7.1.4 Country Reputation 7.1.5 A Systemic View 7.2 Data and Methods 7.3 Data Analysis 7.3.1 Relating Groups of Indicators 7.3.2 Unidimensionality of Groups of Indicators 7.3.3 Evidence of Dependencies Between Blocks of Variables 7.3.4 Path Modelling 7.4 Conclusions and Future Work References Part II: Applications, Technologies and Digital Tools Chapter 8: Towards Sustainable Smart City via Resilient Internet of Things 8.1 Introduction 8.2 Systematic Review of Resilience and Sustainability for Smart City 8.2.1 Search Strategy 8.2.2 Data Extraction 8.2.3 Results 8.3 Comparison of IoT Solutions for Smart City 8.3.1 Wireless Communication 8.3.2 IoT Architectures 8.4 Future Research Directions 8.5 Conclusion References Chapter 9: Digital Ownership Strategies: The Health Care Services Case 9.1 Values in Governance, Management, and Ownership Strategy 9.1.1 Introduction 9.2 Theoretical Framework: Digital Ownership Strategies for Organisations 9.2.1 Organisational Governance 9.2.2 Strategic Management 9.2.3 Ownership Strategy 9.3 The Health Care Services Case 9.3.1 Research Methodology, Data Collection and Analysis 9.3.2 Background Information 9.3.3 Shared Vision and Clarity of Purpose (RVi) 9.3.4 Understanding and Influencing Context (RCo) 9.3.5 Effective and Empowered Leadership (RLe) 9.3.6 A Culture Supportive of Organisational Resilience (RCu) 9.3.7 Shared Information and Knowledge (RKn) 9.3.8 Availability of Resources (RRe) 9.3.9 Development and Coordination of Management Disciplines (RMd) 9.3.10 Supporting Continual Improvement (RIm) 9.3.11 Ability to Anticipate and Managing Change (RCh) 9.4 Enhancing Organisational Resilience and Success Appendix: Schwartz Portrait Values Questionnaire (PVQ) References Chapter 10: Framework for Analysing Knowledge Critical to Organisational Resilience Capabilities 10.1 Introduction 10.2 Literature Review 10.2.1 Organisational Resilience Capabilities 10.3 Methodological Procedures 10.4 Critical Knowledge Analysis Framework Related to Organisational Resilience Capabilities 10.4.1 Framework Structure and Case Study Description 10.4.1.1 Phase 1: Identifying 10.4.1.2 Phase 2: Characterise 10.4.1.3 Phase 3: Analyse 10.4.1.4 Phase 4: Pointing Strategies 10.5 Conclusion References Chapter 11: How Can Simulation Support Resilience in a Digital Age? 11.1 Introduction 11.2 Digital Simulation 11.3 Organisational Context: The Case of Endovascular Aneurysm Repair 11.3.1 The Division of Labour Between Surgery and Radiology in the Field of EVAR 11.3.2 The Simulator 11.3.3 Method 11.4 Main Findings 11.4.1 Requisite Variety/Imagination 11.4.2 Training Under Forgiving Circumstances 11.4.3 A Moderator of Relationship and Collaborative Atmosphere 11.4.4 Building Knowledge about Other Functions ́ Perspectives 11.4.5 Coordinating and Stabilising Effect: And an Arena for Discovering Potential Functional Resonance 11.5 Digitalisation and Resilience 11.5.1 Requisite Imagination 11.5.2 Functional Resonance: Cross-Functional Collaboration to Identify and Reduce Functional Resonance Potential 11.5.3 Some Reflections on Positive Side Effects of Digitalisation 11.6 How Can these Findings Apply to Resilience Studies in Other Fields? References Chapter 12: Cyber Resilience: A Pre-Understanding for an Abductive Research Agenda 12.1 Introduction 12.1.1 Cyber Resilience: Why? 12.1.2 An Abductive Research Approach: Why and What 12.2 Background, Motivation, and Rhetoric of Resilience 12.3 An Urgent Need for Cyber Resilience 12.3.1 Episodic and Accumulated Vulnerabilities and Threats: Not Scary Enough? 12.3.2 A Norwegian Episode: And Its Bureaucratic Resolve and Context 12.3.3 A Strange Kind of Bureaucratic Complacency 12.4 A Clear Mission and Rationale for Cyber Resilience? 12.4.1 Scope and Purpose for Cyber Resilience in Critical Infrastructures 12.4.2 Operationalisation by Contextualisation 12.4.3 Holistic Consideration of Vulnerabilities and Care for Potential ``Victims ́ ́ 12.4.4 A Tentative Direction; Organisational and Operational Cyber Resilience 12.5 Conclusion References Chapter 13: How Can Digital Learning Tools be Used to Promote Resilience in Healthcare? 13.1 Introduction 13.2 Resilience in Healthcare 13.2.1 The Link Between Resilience, Collaborative Learning, and Digital Learning Tools 13.3 Using Digital Learning Tools to Promote Healthcare Resilience: Examples from Two Research Projects 13.3.1 The SAFE-LEAD Project 13.3.1.1 The SAFE-LEAD Leadership Guide 13.3.1.2 The SAFE-LEAD Intervention 13.3.2 The Resilience in Healthcare (RiH) Project 13.3.2.1 How Can Digital Learning Tools Promote Resilience in Healthcare? Learning from Previous Studies 13.3.2.2 The Opinions of the ``Experts ́ ́ 13.3.2.3 The Opinions of Healthcare Managers: An Example from Practice 13.4 Conclusion References Chapter 14: Resilience, Digital Tools, and Knowledge Management Systems in the Pandemic Era: The IHU Strasbourg Experience 14.1 Introduction 14.2 Disaster Management, Resilience, and Knowledge Management Systems 14.3 Case Study 14.4 Discussions and Conclusions References Chapter 15: A Knowledge Graph to Digitalise Functional Resonance Analyses in the Safety Area 15.1 Introduction 15.2 FRAM 15.3 Functional Resonance Analysis Knowledge Graph 15.4 Foreseen Usage Scenarios 15.5 Conclusion References Chapter 16: Trapping Paper Checklists into Screens: How to Free the Resilience Capability of Digital Checklists for Emergency ... 16.1 Introduction 16.2 Digital Checklists and Manuals in the Cockpit 16.3 Constraining Capability: The Limits and Challenges of Procedures and Checklists 16.3.1 Increasing Number of Ill-Structured Problems 16.3.2 Checklist Can Never Cover the Knowledge Required to Deal with Non-Normal Situations 16.3.3 Continuous Improvement Through Better Design and Better Content Alone 16.3.4 Digital Procedures and Checklists Technology Have Not Been Exploited; Just Translated 16.4 A Way Forward 16.4.1 How Pilots Actually Manage Non-Normal Situations 16.4.2 Procedures as Resource for Activity 16.5 Conclusion References Chapter 17: The Case of Digitalisation in the Brazilian Development Bank (BNDES): How Brazilian Culture and the Institutional ... 17.1 Introduction 17.2 Digitalization and Intellectual Capital in Brazil 17.2.1 Digitalization in Brazilian Financial Sector 17.3 BNDES and the Role of National Development Banks as Resilient Institution 17.3.1 A Glance at Current BNDES 17.3.2 Flavor of Brazilian and BNDES Culture 17.4 Digital Transformation in a Complex Environment 17.4.1 The Organisational Context 17.4.2 The Relationship of Silos:Indirect Operation Area (AOI) and IT Area 17.4.3 The Strategy for Change 17.4.4 From Indirect Operation Area (AOI) to Digital Area (ADIG) 17.5 Conclusion References Chapter 18: Resilience Capability and Successful Adoption of Digital Technologies: Two Case Studies 18.1 Introduction 18.2 Organisational Resilience and Firm Success 18.3 Digital Transformation and Organisational Resilience 18.4 Research Methodology 18.5 Resilience Capability at the Two Companies 18.5.1 Cognitive Properties of Resilience Capability 18.5.2 Behavioural Properties of Resilience Capability 18.5.3 Contextual Properties of Resilience Capability 18.5.4 Resilience Capability Models 18.6 The Adoption of New Digital Technologies 18.7 Discussion 18.8 Conclusion References Afterword Enhancing Resilient Performance in Times of Digital Transformation Implications of Individual Contributions Future Directions References