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Redesigning Organizations for Maximum Resiliency in Dynamic Environments

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Synonyms

Corporate social responsibility; Organizational resilience; Quadruple bottom line; Sustainability

Definition

Modern organizations design their systems using effective sustainability strategies to withstand external and internal pressures for maximum resiliency in dynamic environments, as defined by the threats of climate change, global warming, and growing existential economic, environmental, governance, and societal pressures.

Introduction: Resilience and Sustainability Defined

In the contemporary world, both the public sector and the private sector organizations face immense internal and external pressures. Internal pressures include a broad range of challenges from demands from stakeholders exemplified through elected officials in the public sector and the politicization of the service delivery, requests for more efficient service delivery, and requirements from the diversified and skilled workforce. External forces creating challenges for organizations consist of societal...

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Correspondence to Haris Alibašić .

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Alibašić, H. (2018). Redesigning Organizations for Maximum Resiliency in Dynamic Environments. In: Farazmand, A. (eds) Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-31816-5_3431-2

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  • DOI: https://doi.org/10.1007/978-3-319-31816-5_3431-2

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  • Publisher Name: Springer, Cham

  • Print ISBN: 978-3-319-31816-5

  • Online ISBN: 978-3-319-31816-5

  • eBook Packages: Springer Reference Economics and FinanceReference Module Humanities and Social SciencesReference Module Business, Economics and Social Sciences

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Chapter history

  1. Latest

    Redesigning Organizations for Maximum Resiliency in Dynamic Environments
    Published:
    23 January 2018

    DOI: https://doi.org/10.1007/978-3-319-31816-5_3431-2

  2. Original

    Redesigning Organizations for Maximum Resiliency in Dynamic Environments
    Published:
    12 December 2017

    DOI: https://doi.org/10.1007/978-3-319-31816-5_3431-1