organizational resilience

Disruptions in the supply chain are abnormal events that have negative effects on the organization's performance. Since any disruption primarily affects organizational performance, one of the actions taken is to create and monitor key performance indicators. The use of appropriate indicators will reveal the areas that need more attention and care. The purpose of the current research is to provide a model for improving the key performance indicators with a resilience approach in the textile companies of Qazvin province by examining as much as possible the concept of supply chain resilience and the key indicators of organizational performance as well as the research conducted in this field.

This research is applied in terms of purpose, in terms of descriptive-correlation method and in terms of type, it is mixed (qualitative-quantitative). The initial research model was extracted from the literature and the final model was drawn in the qualitative stage through interviews with experts. The sampling method was targeted in the qualitative part and simple random sampling in the quantitative part. The statistical population of the research was 30 experts in the qualitative part and 300 senior staff-experts and managers of textile companies in Qazvin province in the quantitative part, of which 100 people were selected as a statistical sample. In order to collect research data, a 65-item questionnaire with a five-point Likert scale was used. Hypotheses were tested using the structural equation modeling method based on the Partial Least Square (PLS) method.

The findings indicate that key performance indicators were effective in influencing organizational resilience as follows: customer indicators (0.155), financial indicators (0.416), employee indicators (0.171), marketing and sales indicators (0.188), social responsibility indicators (0.089), operational process and supply chain indicators (0.171).

Originality/Value: 

In this research, the impact of key indicators of organizational performance on organizational resilience in textile companies is investigated.

Organizational divisive currents are factors beyond the organization's control that create change and transformation, merger and acquisition, and conflict and contradiction in the organization. The growing need to understand how organizations can manage crises links crisis management to resilience. Therefore, the current research was conducted with the aim of providing a model of organizational resilience in the face of crisis and organizational rip currents. The current research is qualitative in terms of applied purpose, in terms of inductive approach, and in terms of the type of data. The information sources of the research are published articles in the field of organizational rifts, crisis management and organizational resilience, and using the purposeful sampling method, finally 53 articles were included in the analysis process. Qualitative data analysis in this research was done using thematic analysis and coding method using Atlas.ti 9 software. After review and analysis, 702 codes were discovered, and after consolidation and summarization, 61 basic themes, 14 constructive themes and 3 overarching themes were identified. The first category of overarching themes is organizational divisive currents that include constructive themes (increasing the organization's capacity and adaptability to critical changes, arrangements and programs necessary to respond to disruptions and sudden crises, and learning to solve problems in critical and unexpected situations). The second category is the overarching themes related to crisis management, which includes constructive themes (necessity of quick decision-making and action in crises in the minds of designers and involved agents, conscious coordination of efforts to deal with sudden disruptive flows and assessment of possible threats caused by irreversible environmental changes control and fast). The third category of overarching themes is organizational resilience, which includes constructive themes (monitoring and predicting changes with the aim of developing response plans, analyzing external factors and sudden shocks, improving resilience capacity based on adaptability, creating a resilient human resources system, increasing resilience capacity in unexpected crises)

This study aims to investigate the role of knowledge absorption in fostering innovation, organizational resilience, and agility in the Islamic Republic of Iran Broadcasting (IRIB) through a qualitative approach. The research employed a qualitative exploratory design, utilizing semi-structured interviews to collect data. The participants included 26 managers and senior experts from IRIB in Tehran, selected using purposive sampling until theoretical saturation was achieved. Data were analyzed using qualitative content analysis and NVivo software, focusing on identifying themes and subthemes related to knowledge absorption, innovation, and agility. The findings highlighted three main themes: innovation, resilience, and agility, each influenced by the organization’s capacity to absorb and utilize knowledge. Subthemes of innovation included streamlining work processes, fostering creativity, and developing new products and services. Resilience was linked to effective change management, adaptability to environmentalneeds, and crisis resistance. Agility was found to depend on quick execution, structural flexibility, and continuous learning. Knowledge absorption emerged as a central enabler, facilitating the integration of new ideas, enhancing adaptability, and driving innovative initiatives. Challenges such as bureaucratic hurdles, inconsistent communication, and limited incentives were identified as barriers to achieving these outcomes. The study underscores the critical role of knowledge absorption in enhancing innovation, resilience, and agility in media organizations like IRIB. By addressing structural, cultural, and managerial barriers, the organization can better adapt to environmental changes and maintain its competitive edge. The results provide actionable insights for fostering a learning-oriented culture and adopting flexible, innovation-driven practices.

This study aims at providing insights into the leadership style associated with organizational diversity. Specifically, on the basis of a sample of 130 managers, supervisors, and experts from the East Tehran branches of Sepah Bank containing ethnic, cultural and religious minorities, this study is intended to explore how diversity leadership affects organizational resilience and agility. The study also considered knowledge sharing and organizational trust as the mediating roles in the relationship between diversity leadership style and organizational resilience and agility. Hence, using a simple random sampling method to investigate the relationship between the mentioned variables, a questionnaire consisting of 45 items was distributed among 130 managers, supervisors, and experts as a sample of Sepah Bank employees. 92 questionnaires were finally returned to be evaluated through SEM-PLS.In the inferential section, the results of the reliability test based on the results of two indicators of Cronbach's alpha and composite reliability, convergent validity based on the results of factor loadings and AVE index, and divergent validity based on the results of Fornell and Larcker index and HTMT index, are acceptable and approved. The results concerning the test of research hypotheses indicate that diversity leadership displays a direct and positive impact on organizational trust, knowledge sharing, agility, and organizational resilience. However, the deepest impact of diversity leadership is on organizational trust. The results also demonstrated that knowledge sharing could not mediate the relationship between diversity leadership, agility, and organizational resilience with regard to the indirect impact of diversity leadership. Moreover, the indirect impact of diversity leadership on organizational agility through the mediating role of organizational trust is not confirmed. However, the indirect impact of diversity leadership on knowledge sharing and organizational resilience through the mediating role of organizational trust is positive and significant.

Non-profit universities are in competitive conditions and environmental risks. For this reason, they should pay more attention to organizational resilience. Hence, in line with the importance of resilience of non-profit universities, the purpose of this research is to design a framework for resilient universities. This research is a mixed research using an exploratory approach based on thematic analysis methodology. The data collection method is semi-structured interviews with managers, as well 15 professors at non-profit universities using snowball and targeted sampling strategy. In the quantitative phase,statistical population was all the employees of several non-profit universities in Tehran, whose sample size was 200. Sample was selected using random cluster method. Data  was analyzed using SPSS and Smart PLS software. The findings of the research show that the network of themes developed in this research has 320 basic themes, 42 organizing themes and 8 inclusive themes. In this network of themes, the 8 comprehensive themes of non-profit resilient university include executive resilience, cultural resilience, financial resilience, leadership resilience, strategic resilience, educational resilience, staff resilience and research resilience. By identifying the main and sub-themes, the framework of resilient university has been designed, and finally the final model (the framework of resilient university) was approved.

The purpose of this research was to present an organizational resilience model with an entrepreneurial approach in the banking industry. The current research method was a descriptive type that was implemented in the field. The statistical population of this research included all experts and knowledgeable people in the field of banking industry in Iran. In order to identify these experts, purposeful sampling was used. This sampling was done until theoretical saturation was reached, and 15 people were selected as the research sample. In the qualitative part of the research, believability, transferability and verifiability were used to check validity. Also, in the quantitative analysis part of the research, Dimtel method was used. The results of this research revealed that the changes affecting organizational resilience with an entrepreneurial approach in the banking industry include structure dynamics, opportunity recognition, management optimization, liquidity consequences, management transformation, creating social justice and structure dynamics and creating banks' flexibility. is. Also, the results of this research show that the factor of structure dynamics with a weight of 0.237 was determined to be the most important factor in organizational resilience with an entrepreneurial approach in the banking industry.

The conditions in which organizations are operating today are constantly changing and evolving and are full of various fluctuations and challenges. For example, a variety of events such as natural hazards, political unrest, economic instability and human errors can severely threaten the performance of organizations. The question that comes to mind is why some organizations, despite these incidents, still remain strong and continue their growth path, and some others are unable to face the environmental risks and are condemned in the same conditions. Will they fail? What is the secret of success and the distinguishing feature of such organizations? Since there is a significant competition between various organizations active in a specific industry and field, it is obvious that whatever an organization endeavors to increase the level of adaptability, flexibility and improve the level of tolerance, and tries to overcome difficult situations and various fluctuations that it faces on a daily basis, it will perform better in the field of competition with other organizations. For this reason and due to the necessity of achieving sustainable survival and success, many organizations have revised their business priorities and focused on adapting to business changes and responding appropriately to environmental requirements. In other words; It is very important to improve the level of adaptability of organizations in order to be prepared to face changes and overcome fluctuations and survive in the field of competition. In order to achieve this important goal, a new concept called organizational resilience has entered management science. The aim of this research is to analyse the relationship between organizational transparency and organizational resilience with the mediating role of friendship in the workplace. 

This research is applied in terms of purpose and descriptive-survey in terms of nature and follows the positivist paradigm with a quantitative approach in which the organizational transparency component as an independent variable, the organizational resilience is dependent variable, and the workplace friendship acts as a mediating variable. Dimensions of organizational transparency are also mentioned as effective factors on organizational resilience. The statistical population of this research is made up of 300 official employees, direct contract and third parties in Isfahan Gas Company. In this research, the sampling method is Stratified-random proportional that based on the formula 5q≤n≤15q, a sample between 225 and 675 people should be studied. Therefore, according to the size of the statistical population under investigation; 270 questionnaires were distributed among which 250 questionnaires answered and analyzed. The data was collected using a questionnaire containing 45 items, which its reliability has been confirmed through Cronbach's Alpha coefficient, its construct validity through the Confirmatory Factor Analysis technique, and its content validity according to the perspective of experts in the relevant field. The questions consist of three questionnaires of Rawlins' organizational transparency (2008), organizational resilience questionnaire of Prayag et al. (2018) and workplace friendship questionnaire of Kohan et al. (2016). Five-point Likert scale were used to answer the questions.

The environment in which organizations are operating today is an unstable environment that always threatens the survival of organizations. In such a situation, organizations should identify factors that encourage their employees to continue working in the organization in critical conditions and seek to make the entire organization more resilient. The phenomenon of organizational transparency helps employees to know everything they need to know, and in this way, it can save people from uncertainty at high levels in critical situations. On the other hand, expanding the fields of creating friendship in the workplace can provide reasons for the growth of employees' psychological capacities and force them to be resilient in adverse conditions and remain loyal to the organization and its goals. Based on the obtained results, there is a positive and meaningful relationship between organizational transparency and organizational resilience. Also, the findings confirmed the mediating role of friendship in the workplace on the relationship between organizational transparency and organizational resilience. 

Organizational resilience is one of the most important requirements to achieve sustainable survival and success in today's competitive environment. One of the most effective tools to achieve this goal is organizational transparency. The results of this research can help managers in understanding the strategies that help or prevent these behaviours. At the end, it was suggested to the relevant experts in the studied statistical population to help the emergence and strengthening of the phenomenon of organizational resilience, using strategies to increase organizational transparency and friendship in the workplace with the aim of benefiting from its countless advantages.

Organizational resilience is one of the new and popular concepts in organizational studies, which refers to the ability of businesses to recover and return to their initial conditions during crises and in the face of multiple internal and external risks.

The present research is applied-developmental in terms of its purpose and is considered as a mixed exploratory research. In order to design the research model, the grounded theory method was used, and for this purpose, an in-depth interview was conducted with 22 experts who were selected purposefully. Also, the designed model was validated by structural equation modeling method using Smart PLS Software. The statistical population of this stage included managers of knowledge-based companies in Tehran and Alborz Science and Technology Parks, who were asked for their opinions through a questionnaire designed by the researcher. The sample size calculated by Cochran's method was 110 people and the sampling method was simple random.

A paradigmatic model was designed with 6 variable categories of causal factors, central phenomenon, strategies, intervening factors, background factors and consequences. Based on the findings, 10 categories and 21 concepts as well as 5 categories of strategies were identified for the variable of resilience in knowledge-based companies. Findings of fit with structural equation modeling also showed that the structure and variables of the model are approved.

Taking advantage of organizational resilience in knowledge-based companies has the necessary effectiveness and can have a great effect on maintaining the survival and movement in the path of growth and development of these companies.

The destructive consequences of the recent crises caused by the lack of understanding of organizational dynamics on the country's economy and politics show the low resilience of national economic policies in the face of internal and external shocks. Therefore, organizational governance due to low understanding of planning in the country is struggling with political, economic-social and cultural challenges and crises. The current research is a type of mixed research, in which to identify the dimensions and components of the model, thematic analysis and the structure identification part, and the validation and current state of the relationship in all kinds of government organizations, are used from a survey, and the fuzzy inference system is used to measure the organizations. The obtained results are related to 4 dimensions of organizational resilience, including facilitators; principles of resilience; The capacity and infrastructure were exhausted. After the validation, two items were removed and the measurements were entered in the inference system model. The findings were implemented for the implementation of programs and policies in the Ministry of Interior and the level of resilience of the Ministry of Interior, which is itself one of the guardians of resilience, was identified as moderate.

The Summer 1403 issue of this journal aims to provide novel and practical perspectives in strategic management and decision-making, gathering a collection of interdisciplinary and pioneering articles. This issue features six key papers addressing topics such as “Strategic Decision-Making Based on Sentiment Analysis in Social Media,” “Strategic Modeling of Organizational Resilience to Complex Crises,” “Designing a Customer Behavior Prediction Model Using Artificial Intelligence Algorithms and Neural Networks,” “Developing an Intelligent Risk Management Model in Supply Chains through Machine Learning Techniques,” “Organizational Performance Evaluation Using Business Intelligence (BI) Tools,” and “A Localized Strategic Sustainability Management Model in Iranian Industries.” Each paper offers a precise theoretical framework and methodology, striving to provide practical solutions for contemporary organizational and industrial challenges. The integration of Big Data analytics, artificial intelligence, machine learning approaches, and multi-criteria decision-making techniques represents a turning point that can enhance strategic processes and increase organizational resilience and sustainability. We hope that this issue serves as an inspiring resource for researchers, managers

This study has designed a strategic model of organizational resilience in the face of complex crises through an adaptive learning approach. The main objective of the research is to identify and analyze the factors affecting organizational resilience and introduce solutions that help organizations respond effectively in complex crisis situations. The results show that organizational resilience includes continuous learning processes, adapting to environmental changes, and utilizing past experiences. In addition, adaptive learning allows organizations to respond quickly to crises and improve their capabilities. This research emphasizes the need to use modern methods of assessing resilience and strengthening organizational capacities in response to complex threats. The findings also point to the importance of transformational leadership, flexible organizational structure, and open organizational culture in strengthening resilience. Finally, the proposed model can be a guide for designing resilience strategies in organizations.

 Work engagement has an effective role in improving other job and organizational functions. As a result, this research was conducted with the aim of providing work engagement model based on the blue ocean strategy and organizational resilience with the mediation of job self-efficacy in non-government school managers.

 This study in terms of purpose was applied and in terms of implementation method was cross-sectional from type of correlation. The present research population was non-government school managers of Tehran city in the academic years of 2023-24, which 400 people of them were selected as a sample by purposive sampling method. To collect data were used from questionnaires of work engagement (Salanova & Schaufeli, 2008), blue ocean strategy (Rajabi Farjad et al., 2019), organizational resilience (Prayag et al., 2018) and job self-efficacy (Riggs & Knight, 1994). For data analysis were used from methods of Pearson correlation coefficients and path analysis in SPSS-25 and Amos-25 software.

 The results indicated that the work engagement model based on the blue ocean strategy and organizational resilience with the mediation of job self-efficacy in non-government school managers had a good fit. Also, the variables of blue ocean strategy and organizational resilience on job self-efficacy and work engagement of non-government school managers and the variable of job self-efficacy on work engagement of them had a direct and significant effect (P<0.001). In addition, each of the variables of blue ocean strategy and organizational resilience with the mediation of job self-efficacy on work engagement of non-government school managers had an indirect and significant effect (P<0.001).

 According to the results of this study, the officials and planners of the educational system can improve the work engagement of non-government school principals by increasing their blue ocean strategy, organizational resilience and job self-efficacy.

This study aimed to develop a comprehensive model of quality of work life based on organizational justice, organizational optimism, and organizational resilience among employees of the Education Departments in Tehran.

The research employed a mixed-method (qualitative-quantitative) approach. In the qualitative phase, semi-structured interviews were conducted with 15 experts in management and sociology, and the initial data were collected and analyzed. Following this, a questionnaire was designed based on the qualitative findings and distributed among 450 employees of the Education Departments in Tehran. Data analysis was conducted using Structural Equation Modeling (SEM) and the AMOS and SPSS software.

The findings revealed that all three variables—organizational justice, organizational optimism, and organizational resilience—are significantly related to the quality of work life. Organizational justice was identified as the strongest predictor of quality of work life, while organizational optimism and organizational resilience also had direct and indirect impacts on improving quality of work life. Additionally, organizational justice played a mediating role in the relationship between organizational optimism and resilience with the quality of work life.

The results of this study indicate that attention to organizational justice, organizational optimism, and organizational resilience can lead to an improvement in the quality of work life for employees in educational organizations. It is recommended that managers strengthen these variables to create a supportive and positive work environment, thereby enhancing employee satisfaction and commitment.

Managers need to understand employees and work with them under different circumstances and situations. On the other hand, the capacity and ability of employees to accept and deal with drastic and lasting changes, affects the productivity of the organization. People who are more resilient cope better with adversity and change. The Purpose of this study was to investigate the relationship between organizational resilience and employee performance in public organizations in which the social capital variable is considered as a mediating variable.

The nature of research is quantitative and correlational research. The statistical population of the study is the office of VAT in Tehran. According to the size of the statistical population, 196 employees were randomly selected as sample members. Research data were collected by standard questionnaire tools and analyzed by partial least squares (PLS) and regression techniques.

The results confirm the relationship between resilience and employee performance (0.515) but the role of social capital as a mediating variable in the relationship between organizational resilience and organizational performance was not confirmed due to the weak correlation (0.02). Out of four sub-hypotheses, three hypotheses were confirmed.

Previous studies have dealt with the relationship between research variables separately and they have not dealt with this effect. Also, the role of employees' resilience and their social capital in service-oriented organizations has not been studied simultaneously, which this study has addressed.

This research is designing and explaining the intelligence model of new businesses (startups) for the purpose of organizational resilience in the conditions of inflationary stagnation. This research is fundamental (first stage) with applied approach (second stage). In terms of its nature, it is also included in mixed methods (exploratory-descriptive). In this research, in order to analyze the data obtained from the questionnaire, the coding procedure, according to the statistical needs, is from the statistical software SPSS.V24 and from the structural equation software pls.V3 in the format Two parts of descriptive and inferential statistics have been used in the form of linear and multiple regression. The statistical population of this research in the qualitative stage is 15 experts in the field of organizational behavior, including university professors and managers of active startups in Tehran province. The statistical sample in the qualitative part will be based on the snowball technique. Quantitative statistics of all active startup employees in Tehran province, whose number is 1500. The sampling method in this research is accessible. which are 306 people using Cochran's formula. whose number will be 384 people. The results of the research show that the causal conditions of the research on the central phenomenon in the intelligence model of start-up businesses (0.737), the intelligence of start-up businesses on research strategies in the intelligence model of start-up businesses (0.700) 0) interventional factors of research on research strategies in the intelligence model of start-up businesses (0.003) contextual factors of research on research strategies in the intelligence model of start-up businesses (0.999) research strategies on the consequences of research in the intelligence model of start-up businesses (0.700) has a significant effect in the conditions of inflation stagnation.

This research was conducted with the aim of determining the relationship between organizational trust and organizational resilience with the perception of organizational silence among the art teachers in the city of Karbala, Iraq. Its research method was correlational and its statistical population included all secondary schools art teachers of Karbala city in 2023, numbering 146 people. Stratified random method was used for sampling, and based on this, 103 teachers were selected and participated in the study based on the sample size formula of Krejcie & Morgan (1970). Data were collected through three questionnaires: organizational trust made by Shafiee (1390), organizational resilience made by Amiri et al. (1397) and organizational silence made by Zakhariapour (1393). To measure the content validity of the scales, the Lawshe's Content Validity Index was used. So, the content validity of each scale was calculated as: 0.78, 0.74 and 0.75 respectively, which shows that the scales have sufficient content validity. Cronbach's alpha test was also used to measure the reliability of the tools. Based on this, the reliability of each scale was estimated as: 0.70, 0.82 and 0.81 respectively, which shows that the tools have sufficient reliability. SPSS version 26 software and correlation and regression tests were used for data analysis. The results showed that there is a positive and significant relationship between organizational trust and organizational resilience with organizational silence (p>0.01). It was also found that three components of organizational trust and two components of organizational resilience are strong and negative predictors of organizational silence (p>0.01).

The purpose of the research is to design a model of resilience in government organizations of Kermanshah province. The research method is qualitative-quantitative. This research is developmental-applicative in terms of purpose, and descriptive-survey in terms of data collection. The statistical population of the research includes government managers who have at least 10 years of experience. In order to sample; purposeful sampling method in the qualitative part was used, and in the quantitative part based on the number of extracted components, the number of samples was determined to be 396 people and the cluster method was used for sampling. In order to analyze the data, the coding method was used in the qualitative part and the structural equation model method was used in the quantitative part by PLS software. The results indicate that the causal factors include; individual, group and organizational factors. Also, the environmental platform includes; the role of the government, political and economic factors, and electronic platforms. The consequences also indicate the continuity and progress of the organization. The results of the structural equations also showed that the resilience model has a favorable fit in government organizations.
Extended abstract
Organizational resilience is a subcategory of positive organization and today, despite the attention to the term resilience and its vastly uses in various fields, there is a limited theoretical and practical understanding of this concept in its evaluation and measurement in relation to organizational resilience (Rafiyan et al, 2011). Resilience has been studied in many different fields, including management, security, ecology, psychology, disaster management, organization management, engineering, etc., but there is no definition acceptable in any field (Bergström et al., 2015). Resilience in the organizational field is not an exception to this rule. Researchers such as Alblas & Jayaram (2015), Alblas & Jayaram (2015), Chand & Loosemore (2016), and Hu et al, (2018) have considered organizational resilience as the ability to deal with changes, internal and external risks and impulses, and some such as Linnenluecke & Griffiths (2010), Alexiou (2014), and Ortiz & Bansal (2015) have defined resilience as a capacity to deal with changes, risk and impulses, and some others have considered it as an essential asset for the organization when it faces a risk (Ruiz-Martin et al, 2018). Rai et al, (2021) have considered organizational resilience as a way to deal with successive environmental crises. Organizations try to prepare themselves for all kinds of crises in advance and without fear by planning and making necessary preparations against all kinds of crises.
Resilience means developing new competencies and broad capabilities to sustain momentum by creating new opportunities. Also, in this definition, resilience is considered as success due to the ability to invest in challenges and unexpected changes. According to another definition, resilience is the ability of a person or organization to quickly design and implement positive adaptive movements coordinated with an emergency situation, in such a way as to bear little pressure. Others define it as an essential asset for the organization when it faces a risk (Ruiz-Martin et al, 2018). Therefore, the concept of organizational resilience includes resistance, compromise and adaptation as the main assets and refers to shock absorption, reorganization and learning, etc. as the main capacities. Resilient organizations are also organizations that are able to deal with unforeseen shocks such as financial crises and globalization of competition, etc., and in some cases, it makes the organization prosper. In fact, resilience can be considered a necessity in recent centuries. Today's societies are increasingly facing emergency and crisis situations that challenge social and economic stability, and they rely on the services and employment provided by organizations to achieve resilience, because organizational resilience and societies' resilience are two sides of the same coin, and this means that if organizations are not ready to respond to emergencies and crises, then societies will not be ready either (Stephenson, 2010). Resilient organizations are organizations that can overcome crises with low costs due to their preparation and planning and high flexibility. All organizations should consider resilience against threats and environmental changes as one of their important and strategic goals and consider achieving this important goal. Therefore, the present research, with regard to the earthquake that happened in some cities of Kermanshah province in 2016 and caused a lot of money and lives (about 2,000 dead and 10,000 injured), seeks to, by designing a model of resilience in the government organizations of this province, help to increase their strength and readiness, which will reduce the amount of damages to the lowest possible level in the repetition of such events. The main question of the current research is: what are the characteristics of the model of resilience in government organizations of Kermanshah province?
Theoretical framework
The word resilience was presented for the first time by Holling in 1973 in a study titled resilience and stability of ecological systems. Then this term has been used for various other forms of resilience such as individual, organizational, supply chain, etc. If we consider people as a part of societies, resilience depends on societies and is not limited to social relations and social structure. One way to create resilience is to support people to create favorable social relations through technical resilience interventions. These interventions can include the development of services, the use of resources in communities, and the creation of new social and operational values for them. The origins and meaning of resilience as a scientific concept is ambiguous (Friend & Moench, 2013). The concept of resilience is used everywhere in both physical and social sciences. However, it has different meanings at different times. In recent years, resilience has become more common in both scientific and political discourses (Meerow & Newell, 2015). In fact, there are many meanings and concepts for resilience, there are wide definitions and interpretations of resilience, many of which are taken from the academic community of ecological systems. Originally, resilience is related to hazard studies, materials science and environmental studies, and also is a concept that has been used freely and enthusiastically by a wide range of policy makers, practitioners and academic researchers in the last decade. Although the actual meaning associated with this term varies accordingly, there are actually a large number of conceptual frameworks for resilience that are increasing day by day, reflecting its complex and multidimensional nature (Breetzke & Pearson, 2017).
In relation to organizational resilience, it can be acknowledged that this category is a subcategory of positive organization, but today, even with attention to the term resilience and its many uses in various fields, especially in relation to organizational resilience, there is a limited theoretical and practical understanding of this concept in its evaluation, measurement or creation (Rafiyan, 2011). In general, two views have been mentioned in relation to organizational resilience, one of which defines resilience as the ability to return to the normal situation in the face of adversity, conflict, failure or positive events, and the other includes the development of new capabilities and the ability to expand simultaneously or even create new opportunities. Vogest also acknowledges that a resilient organization is considered to be able to maintain positive settings under challenging conditions (Hillmann & Guenther, 2021). Therefore, resilience is a necessity to respond to threats and also to adapt positively in the face of challenging conditions, accept opportunities, and provide sustainable performance (Duchek, 2020).
The current research is developmental-applicative in terms of its purpose, and descriptive-survey in terms of data collection according to the nature of the research. In order to collect data in the qualitative part, in-depth semi-structured interviews were used, which were selected through purposeful and snowball sampling. The statistical population of the research included managers who are in government organizations of Kermanshah province and had at least 10 years of experience. The statistical population of quantitative section is a small part of the employees of the government organizations of Kermanshah province, whose number is 5641 people. Sampling in the quantitative section is 5 to 15 times the number of observed or apparent components (Homan, 2017). Considering that 33 primary components have been extracted, at least 190 questionnaires should have been distributed. The sampling method in this research was cluster. As a result, 400 questionnaires were distributed, of which 396 were usable.
Discussion and The researcher analyzes the data in depth and presents them in the form of Strauss & Corbin theory (2008), and the main purpose of the research is to understand the situation. In this research process, after determining the core category, other categories are drawn in the form of a paradigmatic pattern around the core category. By using selective coding, the relationship between the categories has been identified and the conceptual model has been presented in an integrated manner. After making sure that there is a reasonable correlation and relationship between the observations and the related local variables, it is time for another important analysis, through which the statistical hypotheses of the current research will be investigated. In this part, the overview of the research model was examined first, and then each hypothesis was investigated separately.
As it is clear in the previous figures, the value of t among the causal conditions, the central phenomenon, the consequences and the environmental background is higher than 1.96, which indicates the significance of the relationships between them. This shows that the model extracted in government organizations of Kermanshah is a suitable model. Also, the coefficients between the mentioned factors are all positive. Therefore, it is positive and direct between them. Also, in Table 13, the estimated coefficients and explained variance of the research variables are reported.
 
The purpose of this research is to study resilience in government organizations of Kermanshah province. Therefore, while examining the concept of resilience; antecedents, environmental background and consequences of organizational resilience have been identified and a model of resilience has been presented in government organizations of Kermanshah province. After designing the research model, a number of interviewees were asked to express their opinions regarding the presented model so that required corrections can be made if necessary. The findings of the research were evaluated and reviewed by five university professors and three PhD. students, and necessary corrections were made while receiving opinions. In the following, explanations are given about each of the factors of the model. Based on the research model, "organizational resilience" as a central category based on the causal conditions of "individual, group and organizational factors" and taking into account the role of the government, economic and political factors and electronic platforms as a pattern is realized and leads to the creation of continuity in the organization and the progress of the organization. The research findings are in line with the results of Ruiz-Martin et al, (2018) and Lengnick-Hall et al, (2011).

Stakeholders are one of the most important elements on which the life of organizations depends. Based on this, this research has been conducted with the aim of designing a network of expectations of key stakeholders of Khorasan Regional Electricity Company(KREC) in order to promote organizational resilience and create innovation in the organization's business model.

The research is an applied-development in terms of purpose.Thematic analysis method has been used in this study. The statistical sample of the research encompasses 13 academic and executive experts using Non-probability Judgmental Sampling. Data gathering tool was semi-structured interview. In order to evaluate the quality of the research, Lincoln and Guba's Evaluative Criteria have been used in this study.

Based on the research data analysis of nine key stakeholder groups of Khorasan regional electricity and the network of themes of stakeholders' expectations in four overarching themes including factors affecting stakeholders' expectations (contextual and environmental factors), dimensions and criteria of stakeholders' expectations (two dimensions and nine criteria), stakeholder-oriented strategies. two main and supporting approaches) and the external and internal consequences of fulfilling the expectations of the beneficiaries such as the satisfaction of the beneficiaries and the sustainability of the performance were identified.

Identifying key stakeholders and revising their needs and expectations help organizations to take more successful measures in order to establish management systems effectively.

 The purpose of this study is to test the relationship between human resource management functions and organizational resilience in some Lebanese organizations. The hypotheses are to see the impact of two human resource management functions (training& development; recruitment &selection), on two organizational resilience dimensions (agility & robustness).

Design/ methodology/ approach: 

  The exploratory research design was adopted for this study. Quantitative method used to test the relationship. Questionnaire based on 5-point Lickert scale was used to collect data. One hundred fifty respondents completed the survey. Inferential statistical tools such as correlation and regression analysis were used in testing the stated research hypotheses.

  Results showed that two human resource management functions (Training& Development; Recruitment &Selection) affect organizational resilience (Agility &Robustness).

Limitations & Consequences:

  Not all the organizations accept to apply this study. Some of them refused, we tried to send email for them to explain the importance of this study, but they refused. 

Practical Consequences: 

 Human resource managers can use this study to develop targets in their organizations and to support some organizational resilience dimensions. It allows human resource managers to make decisions related to organizational resilience.  

Innovation or value of the Article:  

This research is among the rare studies that have tested the correlation between human resource management functions and organizations resilience dimensions. In addition to that, this study goes deeper in choosing two human resource management functions and two organizational resilience dimensions, studies before focus on individual resilience.