Hostname: page-component-76fb5796d-vfjqv Total loading time: 0 Render date: 2024-04-27T22:18:54.920Z Has data issue: false hasContentIssue false
  • English
  • Français

Organizational Resilience for a New Normal: Balancing the Paradox of Global Interdependence

Published online by Cambridge University Press:  30 June 2020

Peter Ping Li
Peter Ping Li*
Affiliation:
University of Nottingham Ningbo China, China Copenhagen Business School, Denmark
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Dialogue, Debate, and Discussion
Information
Management and Organization Review , Volume 16 , Special Issue 3: Informal Networks: Dark Sides, Bright Sides, and Unexplored Dimensions , July 2020 , pp. 503 - 509
Copyright
Copyright © 2020 The International Association for Chinese Management Research

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

REFERENCES

Baker, T., & Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3): 329–366.CrossRefGoogle Scholar
Day, G. S., & Schoemaker, P. J. H. 2006. Peripheral vision: Detecting the weak signals that can make or break your company. Boston, MA: Harvard Business School Press.Google Scholar
Eriksen, T. H. 2014. Globalization: The key concepts (2nd Ed.). London, UK: Bloomsbury.Google Scholar
Galbraith, J. 2010. The Multi-dimensional and reconfigurable organization. Organizational Dynamics, 39: 115–125.CrossRefGoogle Scholar
Gleick, J. 1987. Chaos: Making a new science. New York, NY: Penguin.Google Scholar
Grandori, A. 2020. Black swans and generative resilience. Management and Organization Review, 16(3): doi: 10.1017/mor.2020.31CrossRefGoogle Scholar
Grove, A. 1999. Only the paranoid survive: How to exploit the crisis points that challenge every company. New York, NY: Currency.Google Scholar
Hall, P. A., & Soskice, D. 2001. An introduction to varieties of capitalism. In Hall, P. A., & Soskice, D. (Eds.), Varieties of capitalism: The institutional foundations of comparative advantage: 1–68. New York, NY: Oxford University Press.CrossRefGoogle Scholar
Lawrence, P. R., & Lorsch, J. W. 1967. Differentiation and integration in complex organizations. Administrative Science Quarterly, 12(1): 1–47.CrossRefGoogle Scholar
Lewin, A. Y., Kenney, M., & Murmann, J. P. 2016. China's innovation challenge: Overcoming the middle-income trap. Cambridge, UK: Cambridge University Press.CrossRefGoogle Scholar
Lewin, A. Y., Välikangas, L., & Chen, J. 2017. Enabling open innovation: Lessons from Haier. International Journal of Innovation Studies, 1(1): 5–19.CrossRefGoogle Scholar
Li, P. P. 2005. The puzzle of China's township-village enterprises: The paradox of local corporatism in a dual-track economic transition. Management and Organizational Review, 1(2): 197–224.CrossRefGoogle Scholar
Li, P. P. 2014. The unique value of Yin-Yang balancing: A critical response. Management and Organizational Review, 10(2): 321–332.Google Scholar
Li, P. P., Zhou, S., & Yang, Z. 2020. The puzzle of underdog's victory: How Chinese firms achieve stretch goals through exploratory bricolage. In Fu, X-L., Chen, J., & McKern, B. (Eds.), Oxford handbook of innovation in China: 6.6. Oxford: Oxford University PressGoogle Scholar
Linnenluecke, M. 2017. Resilience in business and management research: A review of influential publications and a research agenda. International Journal of Management Reviews, 19(1): 4–30.CrossRefGoogle Scholar
March, J. 2005. Parochialism in the evolution of a research community: The case of organization studies. Management and Organization Review, 1(1): 5–22.CrossRefGoogle Scholar
Mukherjee, S. 2020. What the coronavirus crisis reveals about American medicine. The New Yorker, May 4 Issue. Available from URL: https://www.newyorker.com/magazine/2020/05/04/what-the-coronavirus-crisis-reveals-about-american-medicineGoogle Scholar
Orton, J. D., & Weick, K. E. 1990. Loosely coupled systems: A reconceptualization. Academy of Management Review, 15(2): 203–223.CrossRefGoogle Scholar
Prahalad, C. K., & Doz, Y. 1987. The multinational mission: balancing local demands and global vision. New York, NY: Free Press.Google Scholar
Redding, G. 2020. Societal resilience: China and Japan. Management and Organization Review, 16(3): doi: 10.1017/mor.2020.33CrossRefGoogle Scholar
Taleb, N. N. 2007. Black swan: The impact of the highly improbable. London, UK: Penguin.Google Scholar
Weick, K. K. 1976. Educational organizations as loosely coupled systems. Administrative Science Quarterly, 21(1): 1–19.CrossRefGoogle Scholar
Weick, K. K. 1993. The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38(4): 628–652.CrossRefGoogle Scholar
Williams, T. A., Gruber, D. A., Sutcliffe, K. M., Shepherd, D. A., & Zhao, E. Y. 2017. Organizational response to adversity: Fusing crisis management and resilience research stream. Academy of Management Annals, 11(2): 733–769.CrossRefGoogle Scholar
Witt, M. A., & Jackson, G. 2016. Varieties of capitalism and institutional comparative advantage: A test and reinterpretation. Journal of International Business Studies, 47: 778–806.CrossRefGoogle Scholar
Zhou, X. 2017. The institutional logic of governance in China: An organizational approach (in Chinese). Beijing, China: Sanlian Press.Google Scholar
Zhou, X. 2020. Organizational response to COVID-19 crisis: Reflections on the Chinese bureaucracy and its resilience. Management and Organization Review, 16(3): doi: 10.1017/mor.2020.29CrossRefGoogle Scholar