A Business Enterprise Resilience Model to Address Strategic Disruptions
Author(s)
Hassan Ahmed Hassan Mohamed , Galal Hassan Galal-Eldeen ,
Download Full PDF Pages: 27-37 | Views: 1033 | Downloads: 346 | DOI: 10.5281/zenodo.3490050
Abstract
Resilient business enterprises are able to survive strategic disruptions like technology disruptions and come back as more successful. They succeed because they have resilient characteristics and apply resilience strategies. Based on a case study analysis, this paper builds a business enterprise resilience model that guides the business enterprises to build the resilience capabilities that enable them to survive during strategic disruptions. The proposed model guides the business enterprise to instil in its architecture the design characteristics of resilience that make it ready to respond to disruption. The model uses the resilience strategies of mitigation, adaptation, and transformation and applies them to three enterprise levels; the operating model level, the competitive strategy level, and the business model level. The mitigation strategy moves the operating model to the efficiency frontier. The adaption strategy recovers the enterprise from the impacts of the strategic disruptions. The transformation strategy transforms the enterprise business model totally
Keywords
disruption; strategic disruption; resilience; mitigation; adaptation; transformation; operating model; competitive strategy; business model; resilience characteristic; resilience capability; resilience strategy;
References
i. Anthony, S. (2016). "Kodak's downfall wasn't about technology." Harvard Business Review.
ii. Barney, J. B. (1991). "Firm Resources and Sustained Competitive Advantage." Journal of Management 17: 99-120.
iii. Bossidy, L. and R. Charan (2002). Execution: The Discipline of Getting Things Done Crown Business, New York.
iv. Chesbrough, H. and R. S. Rosenbloom (2002). "The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies." Industrial and Corporate Change 11(3): 529-555.
v. Cinner, J. E., et al. (2012). "Comanagement of coral reef social-ecological systems." Proceedings of the National Academy of Sciences 109(14): 5219-5222.
vi. DOOLEY, K. J. (2002). Organizational Complexity, International Encyclopedia of Business and Management, M. Warner (ed.), London: Thompson Learning.
vii. Ellis, F. (2000). "The determinants of rural livelihood diversification in developing countries." Journal of Agricultural Economics 51(2): 289-302.
viii. Fiksel, J. (2003). "Designing Resilient, Sustainable Systems." Environmental Science and Technology.
ix. Fisken, J. and J. Rutherford (2002). "Business models and investment trends in the biotechnology industry in Europe." Journal of Commercial Biotechnology 8(3): 191.
x. Folke, C., et al. (2002). "Resilience and sustainable development: building adaptive capacity in a world of transformations." Ambio(31): 437–440.
xi. Folke, C., et al. (2010). "Resilience Thinking: Integrating Resilience, Adaptability and Transformability." Ecology and Society 15(4).
xii. Folke, C., et al. (2010). "Resilience Thinking: Integrating Resilience, Adaptability and Transformability." Ecology and Society 15(4).
xiii. Forman, J. and L. Damschroder (2007). Qualitative content analysis. Empirical methods for bioethics: A primer, Emerald Group Publishing Limited: 39-62.
xiv. Gavetti, G., et al. (2007). "Fujifilm: A second foundation." Harvard Business School Case# 9-807 137.
xv. Gunderson, L. H., et al. (2002). "A summary and synthesis of resilience in large-scale systems." SCOPE-SCIENTIFIC COMMITTEE ON PROBLEMS OF THE ENVIRONMENT INTERNATIONAL COUNCIL OF SCIENTIFIC UNIONS 60: 249-266.
xvi. Hamel, G. and L. Välikangas (2003). "The Quest for Resilience." Harvard Business Review.
xvii. Harreld, J. B., et al. (2007). "Dynamic capabilities at IBM: Driving strategy into action." California management review 49(4): 21-43.
xviii. Hills, A. (2000). "Revisiting Institutional Resilience as a Tool in Crisis Management." Journal of Contingencies and Crisis Management 8(2): 109-118.
xix. Holling, C. S. (1973). "Resilience and Stability of Ecological Systems." Annual Review of Ecological Systems(4).
xx. Holling, C. S. (1996). "Engineering resilience vs. ecological resilience." Engineering Within Ecological Constraints: 31-43.
xxi. Holling, C. S. (2001). "Understanding the Complexity of Economic, Ecological, and Social Systems." Ecosystems(4): 390-405.
xxii. Hsieh, H.-F. and S. E. Shannon (2005). "Three approaches to qualitative content analysis." Qualitative health research 15(9): 1277-1288.
xxiii. Johnson, D. W. (2015). FUJIFILM’S “MOMENT”: DISRUPTION, ADAPTATION AND HEALTH SYSTEM TRANSFORMATION. 4sightHEALTH. from http://www.4sighthealth.com/fujifilms-moment-disruption-adaptation-and-health-system-transformation/.
xxiv. K.N.C. (2012). How Fujifilm survived - Sharper Focus. The Economist. from https://www.economist.com/schumpeter/2012/01/18/sharper-focus.
xxv. Komori, S. (2015). Innovating out of crisis: How Fujifilm survived (and Thrived) as its core business was vanishing, Stone Bridge Press, Inc.
xxvi. Longstaff, P. H., et al. (2010). "Building Resilient Communities: A Preliminary Framework for Assessment." HOMELAND SECURITY AFFAIRS VI(3).
xxvii. May, R. M., et al. (2008). "Complex systems: Ecology for bankers." Nature 451(7181): 893-895.
xxviii. Ng, D. (2017). "How Fujifilm survived the digital age with an unexpected makeover." CHANNEL NEWSASIA. from https://www.channelnewsasia.com/news/business/how-fujifilm-survived-the-digital-age-with-an-unexpected-makeove-7626418.
xxix. Nyström, M. and C. Folke (2001). "Spatial resilience of coral reefs." Ecosystems 4(5): 406-417.
xxx. Porter, M. E. (1985). Competitive Advantage. Creating and sustaining superior performance, Free Press, New York.
xxxi. Reeves, M., et al. (2016). "The biology of corporate survival." Harvard Business Review 94(1): 2.
xxxii. Schoemaker, P. J. (1991). "When and how to use scenario planning: a heuristic approach with illustration." Journal of forecasting 10(6): 549-564.
xxxiii. Schwartz, P. and D. Randall (2007) Ahead of the Curve: Anticipating Strategic Surprise. MONITOR_ GROUP
xxxiv. Teece, D. J. (2010). "Business models, business strategy and innovation." Long Range Planning 43(2): 172-194.
xxxv. Walker, et al. (2006). "A Handful of Heuristics and Some Propositions for Understanding Resilience in Social-Ecological Systems." Ecology and Society 11(1): 13.
xxxvi. Walker, B. and J. A. Meyers (2004). "Thresholds in Ecological and Social–Ecological Systems: a Developing Database." Ecology and Society 9(2).
xxxvii. Winter, R. and R. Fischer (2006). Essential layers, artifacts, and dependencies of enterprise architecture. Enterprise Distributed Object Computing Conference Workshops, 2006. EDOCW'06. 10th IEEE International, IEEE.
Cite this Article: