Kinnunen et al. (2024). Individual Resilience in Organizations in the Business Context: A Conceptual and a Bibliometric Analysis
Summary: The study explored individual resilience within organizational contexts, focusing on its role in business environments. It examined how resilience is conceptualized, its antecedents and outcomes, and the factors influencing its development. The research conducted a conceptual analysis of 97 peer-reviewed articles and employed bibliometric analysis to map the current understanding of resilience. It categorized resilience into four perspectives: state, trait, process, and outcome, and analyzed its role in organizational and individual dynamics. Resilience was identified as a critical personal and organizational resource, shaped by individual traits, organizational support, and environmental factors. It plays a key role in helping individuals adapt to challenges and supporting organizational sustainability. A model was proposed to integrate resilience dimensions and provide a framework for further research and practical applications. The findings resonate with CECE’s mission by highlighting resilience as a vital enabler of sustainable practices in organizations. By fostering adaptability and resourcefulness, resilience contributes to the goals of a sustainable circular economy, supporting organizations in managing change and ensuring long-term environmental and economic viability.
Usefulness of the results: Supporting Resilient Organizational Cultures for Circular Economy: Resilience is crucial in implementing and sustaining circular economy practices, which often require organizations to adapt to new systems and business models. The research highlights how individual and collective resilience can be developed through organizational support, leadership, and culture, enabling smoother transitions to sustainable practices.
Designing Training and Development Programs: The study’s insights into the antecedents and characteristics of resilience can guide the development of training programs for employees and managers. These programs can equip stakeholders with the psychological and adaptive skills necessary for engaging in circular economy innovations, such as material reuse systems, closed-loop supply chains, and resource efficiency strategies.
Building Collaborative Networks: Resilience fosters collaboration, a cornerstone of a sustainable circular economy. Organizations can use the research findings to develop collaborative frameworks that support resilience through shared learning, collective problem-solving, and resource pooling in networks, including suppliers, policymakers, and community stakeholders.
Enhancing Decision-Making in Uncertain Environments: Transitioning to a circular economy often involves operating in dynamic and uncertain environments. The research’s emphasis on resilience as a process and outcome supports decision-making frameworks that are adaptable and flexible. This can be particularly valuable in responding to disruptions, such as policy changes, market shifts, or technological challenges.
Promoting Long-Term Organizational Sustainability: By integrating resilience into their operations, organizations can strengthen their ability to cope with environmental and economic stressors. This aligns with CECE’s goals by ensuring that organizations not only survive but thrive while maintaining resource efficiency and environmental stewardship.
Shaping Policies and Frameworks for Resilience in Sustainability: Policymakers and CECE initiatives can draw on this research to shape frameworks that encourage resilience-building measures in organizations. These could include incentives for adopting supportive leadership practices, investing in employee well-being, and fostering a culture of innovation—all critical for driving a sustainable circular economy.
The research underscores that individual and organizational resilience is not just a reactive quality but a proactive enabler of systemic change, making it a foundational element for advancing CECE’s mission of a sustainable circular economy.
Authors: Juha P. Kinnunen, University of Eastern Finland; Anu Puusa, University of Eastern Finland; Heli Hallikainen, University of Eastern Finland
Publishing date: 2024
Format of the publication: Scientific Article
Publishing platform: Nordic Journal of Business (http://njb.fi/njb-vol-73-no-3-autumn-2024/)
More information: juha.kinnunen@uef.fi