The adaptation and innovation model of organizational resilience

The present study was designed to broaden the way researchers and practitioners of the organizational sciences conceptualize, measure, and ultimately work to improve the adaptability, innovativeness, and resilience of organizations. This involved identifying how to measure and delineate the relationships between the interlinked multilevel psychosocial constructs of organizational adaptability, innovativeness, and resilience and the individual and organizational level resources of personal resources, human capital, social capital, and job-related resources as components to a conceptual model of organizational effectiveness coined The Adaptation and Innovation Model of Organizational Resilience, or AIR model. A survey was developed and administered to operationalize worker perceptions of the presence of each of these constructs within their organization of work. The data generally supported the relatedness of the AIR model’s components and pointed towards the possibility of an indirect pathway between worker perceptions of their organization’s adaptability and their perceptions of its resilience.

Grantor dc:publisher

University of Tennessee at Chattanooga

Author dc:creator

• deSa, Daniel

Contributors dc:contributor

• Cunningham, Christopher J. L.
• Zelin, Alexandra I.; Black, Kristen Jennings, 1991-
• College of Arts and Sciences

• Crisis management
• Organizational change
• Organizational resilience

Licence

• http://rightsstatements.org/vocab/InC/1.0/

Language dc:language

English, eng

Repository record dc:identifier

https://scholar.utc.edu/theses/763

OAI identifier oai:identifier

oai:scholar.utc.edu:theses-1925