جستجوی مقالات مرتبط با کلیدواژه « organizational resilience » در نشریات گروه « مدیریت »

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.

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).

 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.

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.

Resilience has been one of the most important theoretical and practical concepts of crisis management in recent years. Because resilient organizations, due to their effective planning, preparation and high flexibility, are able to overcome crises with success and low costs. The main goal of this article is to present the dimensions and components affecting organizational resilience in government agencies.

In this research, thematic analysis has been used to identify the dimensions and components of organizational resilience and to validate the questionnaire distribution and confirmatory factor analysis. MaxQDE software was used for data analysis in the qualitative method section, and Lisrel software was used for validation.

The findings of the analysis of themes led to the identification of 179 open codes, and then axial coding reduced the identified components to 41 codes. In the following and in the selective coding stage, all the remaining codes in the 4 classes of resilience, including facilitators; principles of resilience; Capacity and infrastructure were classified. In the quantitative and validation stage, the output of factor loadings in confirmatory factor analysis showed the validity of all factor loadings.

Among the obtained components, the components of vulnerability management and constructive understanding of experiences got the most points from the experts of the crisis field of the Ministry of Interior, and the absorption capacity component got the lowest points and was removed.

 Change and competition are two major characteristics of today's societies and organizations, and the challenges created by these changes require organizational resilience. Knowledge management and innovation management help organizations to deal with unpredictable changes in a dynamic environment. Organizations are more successful if they learn earlier, faster and better than their competitors and learning moves in line with increasing organizational resilience. In this regard, the main goal of the current research is to provide a model to investigate and measure the impact of knowledge management on organizational resilience with The mediating role is innovation management. The main research question is what are the main components of knowledge management and organizational resilience to explain the meaningful relationship between them and the mediating role of innovation management? The statistical population includes 60 research managers of the studied research organization. The research method is descriptive and correlation type and is specifically based on the structural equation model. In this research, three questionnaires of knowledge management, organizational resilience and innovation management with a range of five options were prepared and their face and content validity was confirmed using experts' opinions and confirmatory factor analysis. The findings showed that considering that the significance value of Z is higher than 1.96 and also the value of goodness of fit (GOF) is 0.650, there is a significant relationship between knowledge management and organizational resilience through the mediating role of knowledge management. Increasing the level of knowledge management and innovation management mechanisms can increase organizational resilience

In recent decades, there has been a growing interest in organizational resilience by students and management professionals. However, research in this emerging field is sparse and there is no comprehensive and ambient model to examine the factors affecting organizational resilience. This study, by thoroughly reviewing current research on organizational resilience using a meta-synthesis qualitative research method, proposes an integrated dynamic model for the study of organizational resilience and identifies the key factors constituting organizational resilience. A thorough analysis of current organizational resilience research shows that existing studies on organizational resilience, considering organizational resilience as a state rather than a dynamic capability, have largely focused on separate dimensions. This paper proposes a model that takes into account all the concepts presented in the definitions and international standards, as well as variables and factors affecting resilience, which should be weighted based on the type of organization, type of service and some contextual parameters, and specify how to measure them. The research data were collected from qualitative analysis of the studied documents, and for qualitative analysis of the documents, the seven-step method of Sandelowski and Barroso hybrid was used. Finally, 3 categories, 11 concepts and 31 codes related to organizational resilience were identified.

Nowadays, due to the increase in crises and destructive events at all levels of organizations and companies, creating flexibility has become the first priority of many organizations. Therefore, considering that the petrochemical industry is one of the industries that is very sensitive to disturbances and is associated with rapid technological changes and uncertainty, this research aims to investigate the mediating role of organizational agility in the relationship between social capital and knowledge management on organizational resilience was carried out in Asalouyeh Petrochemical Company. The research method is applied in terms of purpose and descriptive-survey in terms of data collection. The statistical population of the research was the employees of Asalouyeh Petrochemical Company, whose number was 430. For this purpose, 203 people were selected as a statistical sample using a simple random sampling method and using Cochran's formula. The research data collection tools include three questionnaires by Nonaka and Takeuchi (1998) to evaluate knowledge management, Al-Omoush et al. (2020) questionnaire to evaluate social capital and organizational agility, and Prayak et al. (2018) questionnaire to evaluate organizational resilience. The face validity of the questionnaire was confirmed through the comments of 10 academic experts. Also, construct validity (convergent and divergent validity) was checked and confirmed based on the extracted average variance criterion and composite reliability. To calculate the reliability of the questionnaires, Cronbach's alpha coefficient was used (knowledge management: 0.802, social capital: 0.807, organizational resilience: 0.796, organizational agility: 0.821) and all coefficients were higher at 0.7, which indicates the used measurement tool has acceptable reliability. SPSS software was used to analyze demographic variables and descriptive statistics, and AMOS software was used to analyze inferential statistics and structural equation methods. The results showed that there is a positive and significant relationship between the variables of social capital and knowledge management with the variables of organizational agility and organizational resilience. So the value of t-statistic is higher than 1.96 on all routes, which indicates significance at the 95% level. Also, the mediating role of organizational agility with a total effect of 0.643 on the path between knowledge management and organizational resilience is greater than the path between social capital and organizational resilience with a total effect of 0.120. In other words, the influence of organizational agility on the relationship between knowledge management and organizational resilience is greater than the relationship between social capital and organizational resilience. Based on the obtained results, it can be said that one of the best ways to deal with environmental changes and achieve a resilient organization is to lead the organization towards being agile. Organizational agility also requires the ability and knowledge management as one of the most important competitive advantages and the development of social capital to achieve organizational goals.

The current research was conducted with the aim of finding the relationship between the variables of spiritual intelligence with organizational resilience and emotional commitment. This issue is important from the point of view that spiritual intelligence has abilities in problem solving behavior that helps a person to adapt to the surrounding phenomena. and achieve internal and external integration. The type of research is applied in terms of purpose and descriptive and correlational in terms of nature and method. The statistical population includes all 370 employees of the Ministry of Communications and Information Technology. To select the sample size, the Kokoran formula was used and 186 questionnaires were completed and collected. To measure the constructs, King's standard questionnaire was used, and for the validity of the questionnaire, descriptive statistics and inferential statistics were used for data analysis. The findings of the structural equations in the research indicate that spiritual intelligence is directly related to organizational resilience with the path coefficient (β=0.79) and with T coefficient (T=1.96>5.76) and spiritual intelligence is related to emotional commitment with (0.42) (β=β) and with T-score (T=1.96>2.51) and emotional commitment also had an effect on organizational resilience with path coefficient (β=0.37) and with T-score (T=1.96>2.31). Finally, according to the test of the hypotheses, some suggestions were presented.

Organizations with the organizational resilience approach in human resource management as the unit that has the most impact on the effectiveness of organizational growth can be the organization's ability to predict, avoid and adjust positively against disturbances and environmental changes, the consequences of this crisis in The field of human resources should be reduced by introducing the role of electronic management. At first, the indicators related to organizational resilience in crisis conditions have been extracted by in-depth study in the theoretical literature and the backgrounds of previous studies that investigated organizational resilience in crisis conditions. Then, using the fuzzy Delphi method, we screened the set of identified indicators, and finally 18 indicators were identified as the main indicators in the organizational resilience approach to provide the electronic human resource management model, after that, using the AMOS method (model structural equations) the desired model has been fitted to know how organizational resilience indicators can be understood for the configuration of the electronic human resources management model. Then, using the fuzzy AHP method, the indicators were ranked. The statistical population of the research consists of university professors and relevant experts, managers and senior experts in the field of e-business who have expertise in the subject of research, since the group of experts is used in this research. The results of the structural equation model showed the good fit of the model, and the results of the fuzzy AHP showed that the most important indicators are: knowledge management, information sharing, responsiveness and adaptability, organizational commitment, predictive power, flexibility, creativity, and agility. Organization.

Universities and non-profit institutions are in competitive conditions and environmental risks; they should pay more attention to organizational resilience. The aim of the current research is to identify the dimensions of organizational resilience in non-profit universities.

The current research is applied in terms of purpose and descriptive in terms of data collection, which was done with a qualitative approach. The research community was experts familiar with the research topic and active in non-profit universities of Qom province, 18 people were selected by judgmental method and with the criterion of theoretical data saturation. Thematic analysis method was used to analyze the data obtained from semi-structured interviews.

Based on the findings of the data analysis, in total, 30 indicators were identified for the resilience of non-profit universities, which were placed in five categories, which are financial resilience, strategic resilience, cultural resilience, learning resilience, and structure resilience.

Considering that non-profit universities are in a competitive environment, paying attention to the identified five dimensions and their improvement plays a role in the resilience of these universities. These dimensions can be a model for improving the organizational resilience of non-profit universities.

Organizational resilience is a new and growing concept in management research, which focuses on maintaining the organization in unforeseen changes and disruptions. This study aims to explain the resilience of the human capital of the logistics system of the I.R. of Iran Army; It has investigated the dimensions, components and indicators of human capital resilience in point of view of experts. In this applied -developmental research, the method is descriptive. A 15-item researcher-made questionnaire were distributed among 106 people who were selected from 147 commanders and managers using Cochran's sampling formula. This population had 20 years of experience, academic degree and knew the structure and goals of the system completely. In addition to this valid and reliable questionnaire (r= 87%), documents and expert interviews were used as assessment tools. Quantitative data analysis was done with SPSS software; and data analysis and interviews were done with categorization, processing and qualitative judgment. The results of the mixed analysis of the research showed that flexibility, adaptability, training and motivation play a role in human capital resilience of logistics system, respectively.

Today organizations for development must be able to be progressive, adaptable, and resilient to fluctuations and challenges, so familiarity with the basic concepts of resilience and its development is of particular importance for all organizations. In this regard, the purpose of this study was to design a model to evaluate organizational resilience in knowledge-based companies in the plastics industry. This research is exploratory research in terms of purpose and in terms of results, it is applied research and qualitative and quantitative data were used. The statistical population of the qualitative sector includes a group of academic experts and senior executives and the statistical population of the quantitative sector are the senior managers of knowledge-based companies in the plastics industry in a way that in the qualitative part, 15 people were determined by the theoretical saturation method, and in the quantitative part, 128 people were determined by the census method of all managers as the sample size. In order to collect data, interviews were used in the qualitative part and a researcher-made questionnaire was used in the quantitative part. For data analysis, theme analysis was used in the qualitative part and structural equation technique was used in the quantitative part, and the results showed that the dimensions of the model including individual, managerial, organizational and environmental have a good fit.

Environmental complexity in the present age can threaten the survival of organizations. Sustainability in such situations is an essential issue for most small and medium-sized companies. One of the ways to deal with such situations is the concept of organizational resilience.  The purpose of this study is to provide a model for developing organizational resilience capacity in small and medium enterprises. Therefore, after identifying and classifying the resilience development indicators of small and medium organizations in the research literature, we provided an interpretive structural questionnaire to 8 academic experts and managers of small and medium industries to evaluate it using the Interpretive Structural Modelling method. Finally, the designed model was classified into four levels. The results showed that some factors affecting the capacity of organizational resilience development such as shared vision, organizational knowledge management, human resource empowerment and flexible organic structure can be considered as soft and behavioral aspects of organizational resilience capacity development; on the other hand, other factors such as technology, financial resources, alliance and outsourcing and resource redundancy can be considered as organizational and difficult (resource-oriented) aspects in the development of organizational resilience, which in general, they can provide the ground for production and supply agility, as well as innovation and creativity and the use of environmental opportunities and organizational flexibility, and increase organizational resilience capacity.

This article has aimed to propose the concept of "organizational resilience against corruption" as a new concept.Nuopponen and Nasi’s target oriented method of concept analysis was used to form concept of organizational resilience against corruption through abductive and synthetic methods by using existing concepts and insights. For this purpose, data base of Google scholar, Science direct, Web of science, SID.ir and Ensani.ir have been searched to retrieve the related literature. Literature search was limited from 2000, with the keywords of corruption and organizational resilience. Then results were filtered by the keywords of anti, fight, combat, curb, reduce, prevent, control, resistance and corruption. Finally, after reading the abstract of articles, 39 of them deemed relevant to our study and were reviewed.In this study, reducing corruption, anti-corruption, fighting/combating/curbing corruption, corruption prevention, corruption control and corruption resistance were identified as coordinate concepts of the organizational resilience against corruption. Anticipate, response, monitoring, legitimacy management, reintegration and learning were recognized as subordinate concepts of organizational resilience against corruption. Organizational resilience against corruption is a meta-capability of organizations and includes what the organizations should have and what should do before, during and after the corruption.A resilient organization is also aware of corrupted events, corrupting processes, and organizational culture supporting corruption.