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Resilience of sustainability‐oriented and financially‐driven organizations
Author(s) -
Carmeli Abraham,
Dothan Ari,
Boojihawon Dev Kumar
Publication year - 2020
Publication title -
business strategy and the environment
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.123
H-Index - 105
eISSN - 1099-0836
pISSN - 0964-4733
DOI - 10.1002/bse.2355
Subject(s) - limiting , sustainability , resilience (materials science) , process (computing) , promotion (chess) , psychological resilience , business , conceptual model , process management , public relations , knowledge management , psychology , social psychology , political science , computer science , engineering , mechanical engineering , database , ecology , physics , politics , law , biology , operating system , thermodynamics
To answer key questions concerning how negative and positive financial performance gaps motivate organizations to build more resilient systems, we develop a conceptual process model to reveal the process by which financially and sustainability‐driven organizations can translate these negative and positive financial performance gaps into organizational resilience. We specify the different modes of search behaviors that these organizations pursue when encountering negative and positive financial performance gaps. We then expand on group engagement model to theorize that vicarious search is likely to encourage limiting behaviors, whereas internal search is likely to foster promotion behaviors. Finally, we explain how both promoting and limiting behaviors can be helpful in improving organizational resilience. In this way, we hope to advance research that connects and integrates relatively disparate realms and, more specifically, to contribute to the sustainability, resilience, and performance feedback literatures.