The track address a major gap in our understanding – organising for resilience in contexts that are abnormal, exceptional, or extreme. This can involve the processes of anticipating, preparing for, responding to and learning from disruptive events in order to survive and prosper.
Our specific focus is on in extreme contexts where risks of severe physical, psychological harm or material consequences threaten the viability of an organisation and the safety and well-being of its organisational members. We will explore the theoretical, methodological and practical dimensions of the topic.
Track organizers: Professor David Denyer (Cranfield University); Professor Markus Hällgren (Umeå university); Professor Martina Linnenluecke (Macquarie University); Doctor Elmar Kutsch (Cranfield University); Dr Mark Hall (Birmingham University); Doctor Hugo Marynissen (Antwerp Management School)
The conference is an international event which aim is discussing in a multidisciplinary way the need for a more integrated and inclusive approach to design and manage urban resilience, addressing climatic, environmental, socio-economic challenges while minimizing trade-offs among them, and maximizing synergies between resilience and sustainability. It has been organized by the Urban Resilience research Network URNet, the Universitat Internacional de Catalunya UIC and UN HABITAT City Resilience Profiling Program and supported from international partners as ICLEI, the 100RC, METROPOLIS, the Global Alliance for Urban Crises, the IUCN and many others working and promoting city resilience and sustainability.
Deadline for Abstracts and Panels submissions – 30 May 2018
Researchers, practitioners, multilateral agencies, civil society and city-to-city learning networks will collectively shape debates around how to critically understand and integrate different urban resilience implementation perspectives, contributing to more holistic and inclusive urban resilience approaches. This could be done through panel or individual presentations, and the conference accepts long papers (contributions aiming at been published in the peer reviewed international journals supporting the conference) or short papers (blog posts, to be published and disseminated through our partners websites)
Please look through the topics (and feel free to follow them, or introduce broader, more integrated, or different issues not addressed within those topics too) and we are looking forward to receive your contributions and meet you in person in Barcelona
A new global study by BSI (British Standards Institution) and Cranfield School of Management, finds that business leaders are struggling to balance risk with opportunity, threatening the long-term survival of their firms. The report, “Organizational Resilience: A summary of academic evidence, business insights and new thinking”, assesses half a century’s accepted wisdom on best-practice management, identifying an acute need for firms to embrace risk if they are to survive and thrive.
On 10 May 1940, Hitler’s Germany commenced their offensive in the West with the invasion of Holland, Belgium, Luxembourg and France. Just three days later, the Nazis crossed the River Meuse, triggering the collapse of the Allied Forces. The Fall of France in May-June 1940 at the hands of Nazi Germany was one of the great surprises of the 20th century. The reason for this overwhelming and shock military defeat lends itself to renewed analysis from a management perspective.
It is commonly believed that the application of armoured “Blitzkrieg” decided this military encounter. However, this is widely a held but false belief.
Impact of our research
It is not uncommon to learn from cases that are unusual, special or extreme in some way. The context of this specific military campaign offers an extreme background to develop leadership and strategic thinking.
The defeat of France by Nazi Germany in May 1940 can be considered as a real-life David versus Goliath story. The inferior party prevails in a stunning, puzzling manner over a force that was considered ‘invincible’ at that time. However, it is less a question of what resources are at your disposal, but whether you can out-manage or out-smart your opponent. In management speak, how to intelligently manage an environment characterised by Uncertainty, Volatility, Complexity and Ambiguity (VUCA).
Why the research was commissioned
The study of history should be, as Clausewitz suggested, “meant to educate the mind of the future commander, or, more accurately, to guide him in his self-education, not to accompany him to the battlefield; just as a wise teacher guides and stimulates a young man’s intellectual development, but is careful not to lead him by the hand for the rest of his life.” Military encounters can give insight into major management issues not because they are directly relevant to day-to-day organisational issues, but because they offer managers the chance to explore extreme examples and identify key points that they can take back to their own work. Each one may find different points that are relevant to their own context, but dealing with uncertainty and working out how to deal with strong competitors in a fast-moving environment are issues that most organisations can identify with. It is a thought-provoking case that resonates with many of today’s challenges.