Recent financial crises have shown that firms need to create more
robust business models. However, it seems that the task of
developing resilience - a firm's ability to adapt, endure, bounce
back and then thrive, despite the shock - appears on most managers'
strategic issue list only after such a shock has occurred.
Managers, through responsible leadership, can make explicit choices
that will enhance their firm's resilience, increasing their chances
of anticipating and avoiding these shocks. This book is the result
of a three-year research project across seven industries, and is
aimed at improving the understanding of why some firms are better
than others in dealing with market turbulence. Pirotti and Venzin
develop a measure for organizational resilience, identifying
resilience drivers and demonstrating how firms can appropriate
value from high resilience levels. It is a valuable read for
graduates taking a course in strategy and global management and for
reflective practitioners.
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