The Resilience Architecture Framework: Four organizational archetypes

SummaryThis 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.

► We challenge the perception of organizational resilience as a positive construct.
► Resilience as adaptation (offense) or resistance (defense) to disturbance.
► Resilience can be desirable or undesirable depending on the system state.
► Four organizational archetypes emerge from this conceptualization of resilience.
► Case study examples illustrate classification based on the archetypes.