Resilience in a post-pandemic world – has anything changed?
The aim of this special issue is to explore broadly how resilience, and related concepts and practices around risk management and business continuity were impacted by the pandemic. The overarching question of the special issue is, how did Covid-19 change resilience?
The special issue is interested in exploring how the pandemic affected practitioners and organisations and whether it has resulted in changed behaviours and processes. It is also interested in uncovering theoretical implications that can be drawn to advance risk, resilience, and business continuity. Empirical, review and opinion papers are welcome from a broad spectrum of disciplines and geographical regions, with the intention to uncover how the risk, resilience and business continuity concepts and practices may (or may not) have developed since the beginning of the global pandemic.
Questions of interest include, but are not limited to:
- What did the risk/resilience industry learn?
- In other words, what were the lessons learned from an organisational perspective? Example of sectors to consider include but are not limited to the health and hospitality sectors.
- Did organisations use the shock from the Covid-19 pandemic to evaluate their risk, resilience and business continuity capabilities, and processes and implement relevant improvements/changes?
- Are organisations better prepared to deal with similar disruptions, but also disruptions of similar magnitude stemming from non-pandemic sources because of this experience?
- Is risk, resilience and business continuity management gaining a stronger foothold due to lessons learned from and the crisis associated with the Covid-19 pandemic?
- What opportunities were organisations able to harness during the Covid-19 pandemic?
- Are more agile approaches to risk management necessary in increasingly uncertain environments?
- Have individual risk perceptions been heightened and how does this influence organisational behaviour? Are individual and organisational risk perceptions at crossroads?
- Has the pandemic influenced individual human resilience characteristics to an extent that organisational resilience characteristics are impacted?
- Did the crisis reset the risk, resilience and business continuity disciplines and encourage newer and/or more innovative ways of exploring these concepts?
- Did the crisis have an impact on learning and teaching risk, resilience, and business continuity?
- Are we able to further develop risk and resilience theories based on lessons learned from the Covid-19 pandemic experience?
Never has there been a crisis of such scale and magnitude as the Covid-19 pandemic, affecting all parts of the world, having been exacerbated by the globalised nature of business and society. This call for papers provides a unique opportunity to study the disciplines of risk, resilience, and business continuity, given that these have been thrust into centre stage of discourse at macro levels of governments, meso levels of organisations, and micro levels of individuals. Some of the more recent literature is discussed below, including the questions these raise for further exploration, which this special issue aims to contribute to.
The resilience concept has gained increasing interest in practice and research, and with the ongoing global pandemic the momentum is only building. However, the concept and its measurement need further attention, and more empirical research is needed, for organisations to benefit from any resilience research (Hillman & Guenther, 2021).
Innovation and networks have been identified as factors resulting in greater organisational resilience (Burnard & Bhamra, 2011; Hillman & Guenther, 2021). However, is this still true in a global pandemic when crisis affects (nearly) all parts of the economy? Likewise, how is innovation enacted when organisations encounter threats to their survival?
In organisational practice, some predictions have been made on potential outcomes of the pandemic, including increased use of risk functions in strategic planning, renewed interest in crisis management, and closer links between crisis management and other risk disciplines (Deloitte, 2021). Indeed, risk management, resilience, and business continuity experts now appear to be in higher demand (Bloom, 2022). However, these issues need to be explored empirically.
Research suggests that managers in more uncertain environments tend to take higher risks, although preventive actions are taken to reduce the likelihood of these risks materialising as crises (Hillman & Guenther, 2021). Nonetheless, there is need to understand how these actions are enacted in a pandemic and post-pandemic world, characterised by highly uncertain environments.
Effectively, this special issue will take stock of the current state of play in relation to risk, resilience, and business continuity as we emerge from the pandemic and enter the new normal. Prior risk and resilience practices and theories may be inadequate, or there will be a clear and positive shift in how these disciplines are viewed more broadly, considering the challenges the pandemic posed all sectors and corners of society.
Submissions are made using ScholarOne Manuscripts. Registration and access are available at: https://mc.manuscriptcentral.com/carr
Author guidelines must be strictly followed. Please see: https://www.emeraldgrouppublishing.com/journal/crr#author-guidelines
Authors should select (from the drop-down menu) the special issue title at the appropriate step in the submission process, i.e. in response to “Please select the issue you are submitting to”.
Submitted articles must not have been previously published, nor should they be under consideration for publication anywhere else, while under review for this journal.
Open: 1 June 2022
Deadline: 15 October 2022
Dr Paula Karlsson-Brown, University of Glasgow
Dr Matt Offord, University of Glasgow
Dr Iniobong Enang, Coventry University
Burnard, K. and Bhamra, R. (2011). Organisational resilience: Development of a conceptual framework for organisational responses. International Journal of Production Research, 49, pp. 5581–5599.
Bloom, J. (2022) The risk management experts now in high demand. https://www.bbc.co.uk/news/business-60660760?utm_campaign=Brand%20Awareness&utm_content=157873873&utm_medium=social&utm_source=linkedin&hss_channel=lcp-692598.
Deloitte (2021) One Year On. Reflections and predictions from the impact of COVID-19 and the path to building stronger resilience. https://www2.deloitte.com/uk/en/pages/risk/articles/reflections-and-predictions-from-the-impact-of-covid-19-and-the-path-to-building-stronger-resilience.html.
Hillman, J. & Guenther, E. (2021) Organizational Resilience: A Valuable Construct for Management Research? International Journal of Management Reviews, Vol. 23, 7–44.
Limnios, E.A.M., Mazzarol, T., Ghadouani, A. and Schilizzi, S.G.M. (2014). The resilience architecture framework: Four organizational archetypes. European Management Journal, 32, pp. 104–116.
Linnenluecke, M.K. (2017). Resilience in business and management research: A review of influential publications and a research agenda. International Journal of Management Reviews, 19, pp. 4–30.
Williams, T.A., Gruber, D.A., Sutcliffe, K.M., Shepherd, D.A. and Zhao, E.Y. (2017). Organizational response to adversity: Fusing crisis management and resilience research streams. Academy of Management Annals, 11, pp. 733–769.