The trinity of resilient organization: Aligning performance management with organizational culture and strategy formation
Journal article, Peer reviewed
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- Scientific articles 
Original versionInternational Journal of Business Continuity and Risk Management, 2017, 7(2), 127-150 http://dx.doi.org/10.1504/IJBCRM.2017.10007179
In this work, we argue that resilience, as the fundamental quality needed to prosper from significant change that disrupts an organisation's expected patterns of events, depends on the organisation's culture, strategy content and formation and performance management systems. Thus, it is thought-provoking that research in the field of performance management is largely disconnected from the adjoining fields of culture, strategy formation and safety management. By discussing features of and connections between organisational culture and strategy formation for resilient organisation, we provide a platform on which a performance management framework is developed. Vital in this respect is an organisation's ability to address the factual, potential, actual and critical. On the one hand, our work aspires to shed light on and bring research attention to the trinity of organisational culture, strategy formation and performance management. On the other, our suggested resilient performance management framework contributes to make the concept of resilience operational.
The accepted and peer reviewed manuscript to the article