Resilience Capabilities to Build Resilience Capacities: The Role of Organization Strategy | ||||
| المجلة العربية للإدارة | ||||
| Articles in Press, Accepted Manuscript, Available Online from 30 June 2025 PDF (370.41 K) | ||||
| Document Type: بحوث باللغة الإنجلیزیة | ||||
| DOI: 10.21608/aja.2025.384525.1861 | ||||
 View on SCiNiTO | ||||
| Authors | ||||
Magdy Khalaf  1; Mohamed El Mokadem1; Randa Talaat2
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| 1College of International Transport and Logistics - Arab Academy for Science, Technology and Maritime Transport - Alexandria - Egypt. | ||||
| 2Marketing and International Business Department - College of Management and Technology - Arab Academy for Science, Technology and Maritime Transport - Alexandria - Egypt. | ||||
| Abstract | ||||
| This research explores how manufacturing firms can build their resilience capacities by enhancing their resilience capabilities. This could be achieved through performing resilience activities before disruptive events, during disruptions and after disruptions. Moreover, based on the contingency perspective, the research aims to investigate the role of organizational strategy in developing the appropriate set of resilience capabilities for building resilience capacities. This research collected data by a survey using a structured questionnaire to measure resilience activities, resilience capacities, and organization strategy. Data was collected from managing directors of 147 Egyptian manufacturing firms. Cluster analysis was adopted to classify respondents into two clusters (cost-leadership vs. differentiation strategy). Then, research hypothesis was tested by multiple regression analysis to examine the direct effects of resilience activities constructs on resilience capacity for each cluster separately and the results were compared to draw conclusions about the effect of the different resilience capabilities on each resilience capacity. The results indicated that the effectiveness of resilient activities in building capacities differs across different organizational settings. Thus, the development of resilience capabilities and activities are much dependent on the organization strategy. These findings provide practitioners with useful roadmap to direct their efforts and resources towards developing the appropriate resilient activities according to their strategy. This paper contributes to knowledge by providing a detailed explanation to the relationships between resilience activities, capabilities and capacities. Besides, it proposes and empirically tests the role of the organization strategy in directing organizational efforts to develop specific resilience capabilities to build specific resilience capacities. | ||||
| Keywords | ||||
| Resilience Capabilities; Resilience Capacities; Organization Strategy | ||||
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