17 General Introduction 4. Organizational resilience is a multi-level approach composed of attributes and processes at different levels occurring simultaneously and interactively. Newer studies are shifting from singular to combination perspectives as there is realization that the aforementioned groups are all aspects of resilience.30,31 Therefore, this thesis uses Duchek’s comprehensive definition of organizational resilience as a meta-capability consisting of a set of organizational capabilities that allow for the successful completion of the three successive stages of anticipation (responding before the unexpected event), coping (responding during the event), and adaptation (responding after and learning from the event).27 Her framework provides a comprehensive understanding of the unique stages of resilience, characterizing the underlying capabilities within each stage, and explaining the interrelationships between the stages, its antecedents and its drivers (see Figure 1.4).27 Figure 1.4 Duchek’s framework of organizational resilience27 In the first stage, an organization anticipates by observing and detecting critical developments in their environment and reacting proactively to prepare the organization without specifically knowing, if when, or where the unexpected will occur. This stage is driven particularly by the availability of resources the organization has. The second stage of coping calls for the organization to accept the reality of the unexpected occurring and finding immediate/short-term solutions. This requires
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