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The Resilience Architecture Framework: Four organizational archetypes


  • Mamouni Limnios, Elena Alexandra
  • Mazzarol, Tim
  • Ghadouani, Anas
  • Schilizzi, Steven G.M.


This paper extends prior research in organizational resilience, which has failed to recognize that resilience can be a desirable or undesirable system characteristic depending on the system state. We introduce an organizational typology, the Resilience Architecture Framework (RAF), which forms a platform for the integration of divergent research streams – organizational rigidity, dynamic capabilities and organizational ambidexterity – into the study of organizational resilience. We conclude with framework implications and directions for future research.

Suggested Citation

  • Mamouni Limnios, Elena Alexandra & Mazzarol, Tim & Ghadouani, Anas & Schilizzi, Steven G.M., 2014. "The Resilience Architecture Framework: Four organizational archetypes," European Management Journal, Elsevier, vol. 32(1), pages 104-116.
  • Handle: RePEc:eee:eurman:v:32:y:2014:i:1:p:104-116
    DOI: 10.1016/j.emj.2012.11.007

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    References listed on IDEAS

    1. ., 2005. "Utility Management and Leadership Challenges," Chapters,in: Public Utilities, chapter 6 Edward Elgar Publishing.
    2. Derissen, Sandra & Quaas, Martin F. & Baumgärtner, Stefan, 2011. "The relationship between resilience and sustainability of ecological-economic systems," Ecological Economics, Elsevier, vol. 70(6), pages 1121-1128, April.
    3. Dittrich, Koen & Duysters, Geert & de Man, Ard-Pieter, 2007. "Strategic repositioning by means of alliance networks: The case of IBM," Research Policy, Elsevier, vol. 36(10), pages 1496-1511, December.
    4. Arend, Richard J., 2010. "Patterns of sustained performance: beginnings, paths and ends," European Management Journal, Elsevier, vol. 28(3), pages 236-249, June.
    5. Välikangas, Liisa & Hoegl, Martin & Gibbert, Michael, 2009. "Why learning from failure isn't easy (and what to do about it): Innovation trauma at Sun Microsystems," European Management Journal, Elsevier, vol. 27(4), pages 225-233, August.
    6. Christine Oliver, 1997. "The Influence of Institutional and Task Environment Relationships on Organizational Performance: The Canadian Construction Industry," Journal of Management Studies, Wiley Blackwell, vol. 34(1), pages 99-124, January.
    7. Riolli, Laura & Savicki, Victor, 2003. "Information system organizational resilience," Omega, Elsevier, vol. 31(3), pages 227-233, June.
    8. Lamberg, Juha-Antti & Parvinen, Petri, 2003. "The River Metaphor for Strategic Management," European Management Journal, Elsevier, vol. 21(5), pages 549-557, October.
    9. Perrings, Charles, 2006. "Resilience and sustainable development," Environment and Development Economics, Cambridge University Press, vol. 11(04), pages 417-427, August.
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    Cited by:

    1. repec:eee:reensy:v:145:y:2016:i:c:p:47-61 is not listed on IDEAS
    2. Margarida Cardoso & Isabel Ramos, 2016. "The Resilience of a Small Company and the Grounds of Capitalism: Thriving on Non-Knowledgeable Ground," Sustainability, MDPI, Open Access Journal, vol. 8(1), pages 1-16, January.
    3. Oana Buliga & Christian W. Scheiner & Kai-Ingo Voigt, 2016. "Business model innovation and organizational resilience: towards an integrated conceptual framework," Journal of Business Economics, Springer, vol. 86(6), pages 647-670, August.
    4. repec:eee:joreco:v:40:y:2018:i:c:p:229-240 is not listed on IDEAS
    5. Annarelli, Alessandro & Nonino, Fabio, 2016. "Strategic and operational management of organizational resilience: Current state of research and future directions," Omega, Elsevier, vol. 62(C), pages 1-18.
    6. repec:gam:jsusta:v:8:y:2016:i:1:p:74:d:62129 is not listed on IDEAS


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