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This paper discusses a multifaceted approach to developing specific and general climate resilience in a state transportation system that focuses on organizations and physical infrastructure. The paper focuses on resilience building to the dynamically evolving climate-related threats and extreme events in a transportation agency. This paper aims to enable agencies to understand better how their systems are exposed to different hazards and provide the information necessary for prioritizing their assets and systems for resilience improvement.

This paper leverages long-term climate hazard databases, spatial and statistical analyses and nonprobabilistic approaches for specific and general climate resilience improvement. Spatial and temporal variability assessments were conducted on granular historical records of exposure obtained from Spatial Hazards Events and Losses Database for the United States data set to identify emerging hot spots of exposure. These were then assessed in combination with various asset specific vulnerability parameters, presented with examples of pavements and bridges. Specific metrics were obtained for the various aspects of vulnerability in the context of a given asset to estimate the overall vulnerability. A criticality-vulnerability matrix was then developed to provide a prioritization model for transportation systems.

This paper provides insights into the evolving nature of exposure, vulnerability and risk assessments and an approach to systematically account for climate change and the uncertainties associated with it in resilience planning. The Multi-Hazards Exposure, Vulnerability and Risk Assessment tool presented in this paper conducts climate hazard exposure, vulnerability and risk analysis on pavements, bridges and culverts and can be applied by any transportation agency.

This study does not address operational aspects of the transportation system nor include future climate scenario data, but uses the historical records available at hand for resilience planning. With better climate projection data available in the future, the approach should be enhanced by leveraging scenario-based planning.

This paper is of potential value to practitioners and researchers interested in developing resilience building capabilities to manage the effects of climate-related hazards and extreme events as well as unknown threats on infrastructure and organizational performance.

This paper bridges an important gap in infrastructure resilience approaches by systematically accounting for the dynamic nature of climate change and the system level context of vulnerability beyond the physical condition of assets.

This study examines the effect of Human Resource Management (HRM) policies in respect to workplace flexibility and employee empowerment on two employee behaviour related outcomes (employee organisational commitment (EOC) and collegiality) and organisational resilience during the COVID-19 pandemic.

Data were collected using an online survey questionnaire managed by Qualtrics. The questionnaire was distributed to the lower, middle and senior managers of 1,000 Australian organisations with 337 responses used in the analysis.

The findings indicate that workplace flexibility exhibits a direct and indirect (through collegiality) significant positive association with organisational resilience, and employee empowerment exhibits a direct and indirect (through both EOC and collegiality) significant positive association with organisational resilience.

The results highlight the importance of implementing desirable HRM policies in respect to empowering employees and enhancing workplace flexibility due to their role in facilitating organisational resilience both directly and indirectly through their influence on employee behaviour related outcomes, specifically EOC and collegiality.

This paper studies the interrelations between the concepts of supply chain resilience and international manufacturing strategy. On the basis of an in-depth case study of a company in the semiconductor industry, the paper seeks to integrate the concept of resilience into international manufacturing strategy.

In an explorative qualitative single case study of a semiconductor manufacturer, a systems thinking model is developed from expert interviews and literature research that displays the interrelations of constituent constructs of supply chain resilience and international manufacturing strategy.

Forecast accuracy and organizational inertia are identified as barriers to resilience, whereas information technology (IT) capabilities and vertical integration are identified as major levers. Causal relations between constructs are identified, and a concrete suggestion for theory refinement of the manufacturing strategy framework of Miltenburg (2009) is provided.

Prior literature on international manufacturing networks (IMNs) has not sufficiently taken into account the importance of resilience in the formulation of international manufacturing strategies. This paper aids in the integration of this increasingly important concept, in a critical industry that has recently been subject to major disruptions.

This study aims to develop a measurement model of the halal supply chain resilience (HSCRES) index, which represents the capability of the supply chain (SC) to handle disruption caused by halal risks. A case study is conducted to apply the HSCRES index in the halal chicken SC in Yogyakarta, Indonesia, to test the proposed methodology.

A literature synthesis was conducted to establish the main capability and vulnerability factors and their relevant indicators. The indicators were validated using the confirmatory factor analysis approach. Then, applying an analytical hierarchy process involving ten experts – practitioners and academicians – the weight of each indicator was obtained. A survey of 20 employees of slaughterhouses, 35 sellers and 100 consumers was conducted to obtain the value of each indicator. Finally, the HSCRES index was calculated by comparing the total weighted capability value to vulnerability.

The results revealed that the resilience of halal chicken SC in Yogyakarta is at a good level, with an index of 3.459, and “halal team” is the most significant indicator. The findings also revealed several capabilities that need improvement, including dedicated halal facilities, employees’ halal competence and halal regulation. However, the lack of a halal certification board, lack of management commitment and packaging contamination were found as vulnerability indicators that need to be reduced.

The case of this study is limited to the halal chicken SC in Yogyakarta, Indonesia. As a consequence, the obtained results are limited to a specific context. The application of this method to different areas and objects enables the establishment of different capability and vulnerability indicators.

The halal resilience measurement model offers a comprehensive understanding of the strengths and weaknesses of the HSC. The findings can help stakeholders improve preparedness for halal risks, deal with halal risks better and recover more quickly. Measuring the HSCRES index can be particularly useful for policymakers in developing evidence-based strategies to increase HSCRES.

The current study is the first to define and classify the contributing halal resilience attributes and also to calculate the halal resilience index.

The objective of this study is to analyze the conceptual and domain overlap of organizational learning and organizational resilience; specifically, the adaptation or renewal domain in organizational resilience. From the findings, strategies to foster collective learning leading to organizational resilience are identified and outlined.

Recent organizational resilience conceptual models were analyzed to identify the conceptual overlap between the renewal and adaptation domain of organizational resilience and organizational learning. From the analysis of the models, implications were drawn based on the conceptual overlap found in organizational learning and the adaptable or renewal domain of organizational resilience.

To build the renewal or adaptation domain of organizational resilience, organizations must embody learning into a capability. Systems are then required for learning to remain continuous and foster knowledge acquisition, distribution, interpretation, and organizational memory that leads to dynamic capabilities for renewal and adaptation. The learning strategies must then focus renewing what is known in traditional approaches to organizational learning that supports experiential learning, developing systematic approaches to learning, and creating contexts to facilitate organizational learning. When this knowledge is aggregated to an organizational level, it contributes to resilience.

As organizational resilience grows in attention and importance; it is necessary to investigate similarities and conceptual domain overlap. This study contributes to this need and identifies what can be implemented in learning strategies for organizations’ resilience capacity.

Several studies have shown that economic shock and crisis trigger companies to move forward innovatively. This paper aims to compliment this research topic by investigating how SMEs activate their organization resilience to adapt to changes generated by a crisis, with specific focus on how digitalization is used as an opportunity on this road. COVID-19 pandemic provided the context to investigate this situation.

The research approach combines literature review, quantitative data survey and data analysis and modeling using PLS-SEM. The quantitative data survey provided the database for building the structural equation model, exploring the structural relationships between the constructs and testing the hypotheses. Expert discussions contributed to the validation and interpretation of the results.

The model reveals that while organizational resilience has no direct effect on digitalization, combined with available resources, it realizes its indirect impact. Resilient companies require less external financial support to achieve their digitalization goals. The results also confirm that an uncertain environment encourages SMEs to go digital.

Several research studies highlighted the importance of SMEs in recovery from crises. Knowing more about how they can be supported and what capabilities they should develop is essential. This research explores the relationship between organizational resilience, resource availability and digitalization for SMEs in crises like the COVID-19 pandemic, revealing the self-reinforcing effect of organizational resilience and the level of digitalization that was not previously studied.

The present study investigated organizational resilience (OR) in the United Arab Emirates (UAE’s) energy sector to identify impactful technological and human variables and assess the hermeneutic effect of digital transformation on value co-creation and OR. The study also investigates the mediating role of value co-creation on a few covariates of OR.

The questionnaire was sent out to 311 professionals in the energy sector, all affiliated with governmental organizations, using quota sampling. A total of 206 collated responses corresponding to the tested variables regarding the influences of digital transformation, employee resilience, innovation readiness, cyber resilience and value co-creation on OR were analyzed using structural equation modeling. Accordingly, a model of eight constructs and their 27 indicators was tested.

Instituting flexibility and adaptability to technological advancements, as well as cyber resilience, was found to enhance digital transformation. The sense of self-efficacy of the professionals who participated in the study led them to develop innovation readiness and thus embrace creativity and encourage co-creation while maintaining collaborative efforts with customers and stakeholders. This mediated several technological and human variables, such as the importance of managers' understanding of customer needs, preferences and pain points, which involves actively seeking and valuing customer feedback to inform decision-making.

When iterative prototyping, continuous learning, and OR are integrated into an organization’s culture, they create a robust foundation for a customer-centric mindset. This mindset becomes ingrained in how employees approach their work and make purposeful decisions.

The present study drew empirical insights into OR in the UAE’s energy sector from a resource-based theory perspective. By identifying potential vulnerabilities and implementing appropriate mitigation measures, organizations can reduce the likelihood and impact of disruptions, which can ultimately help them maintain customer satisfaction and loyalty.

Adopting adaptive behavior has become a basic measure for farmers because the increasingly severe climate change is affecting agricultural production. Perception is a critical first step in adopting adaptive behaviors. Livelihood resilience represents a farmer's ability to adapt to climate change. Therefore, this article aims to explore the impact of livelihood resilience and climate change perception on the climate change adaptation behavior of farmers in the Qinling Mountains region of China.

In this study, 443 micro-survey data of farmers are obtained through one-on-one interviews with farmers. The Logit model and Poisson regression model are used to empirically examine the impact of farmers' livelihood resilience and climate change perception on their climate change adaptation behaviors.

It was found that 86.68% of farmers adopt adaptive behaviors to reduce the risks of facing climate change. Farmers' perception of extreme weather has a significant positive impact on their adaptive behavior under climate change. The resilience of farmers' livelihoods and their perception of rainfall have a significant positive impact on the intensity of their adaptive behavior under climate change. Climate change adaptation behaviors are also different for farmers with different levels of livelihood resilience.

Based on the results, policy recommendations are proposed to improve farmers' perception of climate change, enhance the sustainability of farmers' adaptive behavior to climate change, strengthen emergency management and infrastructure construction and adjust and upgrade farmers' livelihood models.

Resilience is a topical concept in many academic disciplines world-wide and also among practitioners. In Europe, however, the current conceptualisations of urban resilience are highly specific to institutional contexts, national cultures and traditions and emergent risks faced in particular countries and their urban areas. The differences in how urban resilience is understood and applied are important, and yet such differences are only scarcely addressed in current resilience literature. This paper draws from the EU’s Seventh Framework Programme for research, technological development and demonstration security project HARMONISE – A Holistic Approach to Resilience and Systematic Actions to Make Large Scale Built Infrastructure Secure.

The project develops a comprehensive, multifaceted, yet mutually reinforcing concept for the enhanced security, resilience and sustainability of urban infrastructure and development. As part of the project, 61 experts were interviewed in six European countries (UK, Ireland, Germany, Italy, Spain and Finland) to establish a comprehensive understanding of the current role and position of resilience in urban-built infrastructure. These interviews elicit the current views of professionals from a number of contributory and competing disciplines.

Results indicate that there is no shared holistic understanding of urban resilience in Europe. The definitions of the concept vary across disciplines. The research identifies that there are a number of existing theoretical and practice gaps that require to be addressed.

This paper presents a number of research and practice “gaps” which are being addressed in the HARMONISE project and which require to be addressed by the wider academic and practice communities.

This paper examines the role of human capital management strategy in shaping organizational resilience. Resilient organizations thrive in uncertain and adverse conditions. The organization’s capacity for resilience can be developed through human capital management strategies that are focused on employee capabilities, training, and development. When individual capabilities and resilience are developed, those can be aggregated at an organizational level to develop the capacity in an organization for resilience.

A review of relevant studies and literature was conducted to develop strategies and insight into developing the human capital of an organization to support organizational resilience.

Supporting individual capability development and resilience builds the organization’s capacity for resilience. By shifting human capital management strategies to building capabilities and then skills, organizations develop individual resilience and then organizational resilience. The implications of how to build such human capital management strategies are presented.

This paper provides support and guidelines for building individual capability and resilience to enhance an organization’s resilience.