Transformation of Organizations through Organizational Resilience

Upheavals within an organization have an impact on the individual. Depending on their intensity, they can take on crisis proportions. During this period of turbulence, a choice is presented: to withdraw and let the event take over, or to exploit one's capacity for resilience to confront it and seize the opportunity to bounce back. Resilience is an open door to the reconstruction of identity. In everyday language, resilience is defined as "the art of bouncing back".

Organizational resilience" or "organizational resilience". There is a slight nuance between the two terms. Organizational resilience encompasses everything that revolves around an organization (people, strategy, structure, culture), and opens the field to critical infrastructures, the supply chain and small and medium-sized organizations. Organizational resilience extends the principle of organizational resilience to all types of organization (small or medium-sized, entrepreneurial, multinational), but also to all forms of organizational management, participative and proximity management. In this article, we open our research field to organizational resilience.

The contribution of organizational resilience is essentially threefold. Firstly, in the resilience approach, which consists of implementing the conditions for larésilience even before the crisis is present. Secondly, the management of scarce resources as added value for the organization. Finally, the ability to measure organizational resilience over the life cycle of the crisis (before, during or after), using tools to manage the temporality and global vision of an organizational representation.

In this article, we describe resilience as a process; to put it into practice, we need to bring together the right conditions for resilience to emerge within the organization. To evolve along resilience paths, it is useful to have a toolbox of means, models and actors. Some tools are more appropriate to the scale of the turbulence and the phase of the crisis, while others are better suited to resilience at an individual, collective or organizational level. Armed with these tools, all that remains to be done is to put in place the conditions for resilience before a crisis occurs, and appoint key players to observe any turbulence. Use the tools designed for the application of organizational resilience, with the aim of improving the efficiency and effectiveness of the organization and its constituent players.

The first chapter of this article is the heart of our subject, dealing with resilience as applied to organizations. We will dissect the concept of individual resilience, taking it through its history to the resilience of organizations. In the second chapter, we discuss the main concepts of organizational...