Abstract
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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Notes
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L. Välikangas, The Resilient Organization: How Adaptive Cultures Thrive Even When Strategy Fails, McGraw-Hill, 2010, p. 110.
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K. Weick and K. Sutcliffe, Managing the Unexpected: Resilient Performance in an Age of Uncertainty, Jossey-Bass, 2007.
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S. L. Brown and K. M. Eisenhardt, Competing on the Edge: Strategy as Structured Chaos, Harvard Business School Press, 1998.
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L. Välikangas, The Resilient Organization, p. 92.
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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.
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Resilient Organizations, http://www.resorgs.org.nz
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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.
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E. Hollnagel, J. Paries, D. Woods, and J. Wreathall, eds., Resilience Engineering in Practice: A Guidebook, Ashgate, 2010.
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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.
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Fiksel, J. (2015). Organizational Resilience. In: Resilient by Design. Island Press, Washington, DC. https://doi.org/10.5822/978-1-61091-588-5_8
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