Showing 3 results for Organizational Resilience
Reza Jafari Nodoushan, Mohammad Javad Jafari, Gholam Abbas Shirali, Soheila Khodakarim, Hassan Khademi Zare, Amir Abbas Hamed Monfared,
Volume 7, Issue 3 (9-2017)
Abstract
Introduction: Resilience engineering is a novel approache to risk management and is the inherent ability of a system to adapt their work before, during and after the changes and adverse events in such a way that maintain the system performance under predictable and unpredictable conditions. The aim of this study was to identify indicators of organizational resilience of refineries and ranking them using fuzzy TOPSIS technique.
Material and Method: A qualitative study was done to identify organizational resilience indicators of refinery complex. The main method of data collection was semi-structured interviews. Indicators were determined using qualitative content analysis and literature review. Weighting and ranking identified indicators was performed using fuzzy TOPSIS technique.
Result: Eleven indicators were identified as follows: management commitment, performance management system, flow of information/communication, involvement culture, error management culture, education, preparedness, flexibility, innovation culture, change management, and human resource management.
Conclusion: Critical sociotechnical organizations especially refinery complexes in order to improve safety management and resilience situation should focus on effective indicators. Monitoring and improving them will increase safety and the resilience level of organization
Davoud Mahmoudi, Seyyed Shamsaddin Alizadeh, Yahya Rasoulzadeh, Mohammad Asghari Jafarabadi,
Volume 8, Issue 4 (12-2018)
Abstract
Introduction: Disasters, incidents and crises are complex and controversial issues for the industries and organizations. Organizational resilience is an effective goal that continuously helps the organization’s performance throughout business, disasters and critical situations. Therefore, the present study aimed to investigate the validity and reliability of organizational resilience questionnaire in dealing with major accidents.
Material and Method: The present study was a descriptive-analytic study. At first, the concept of organizational resilience and its dimensions were determined for the review. Then, for evaluating the content validity, the designed questionnaire was distributed among members of the expert’s panel and the Content Validity Index (CVI) and Content Validity Ratio (CVR) were calculated based on the comments. The reliability of the questionnaire was determined after completing it by 272 employees of the studied industries.
Result: The CVR was higher than the standard value (0.50) considering all items. Also, all dimensions of the questionnaire, except for the responsibility dimension the CVI’s were above 90%. Cronbach’s alpha coefficient for all questionnaire dimensions except for the responsibility dimension was higher than the acceptable value (0.70). This coefficient for the whole questionnaire was 0.967 indicating that this index was in excellent level.
Conclusion: The findings showed that the organizational resilience questionnaire in dealing with major accidents had an acceptable validity and reliability and in order to examine the organizational resilience in organizations, it could be used as a comprehensive, strong and reliable tool.
Leila Omidi, Hossein Karimi, Saeid Mousavi, Gholamreza Moradi,
Volume 12, Issue 3 (9-2022)
Abstract
Introduction: Safety climate potentially affects safety performance in high-hazard industries. Resilience is a developing concept and is defined as the ability that can affect the continuous improvement of safety performance. The present study assesses the influence of organizational resilience on workers’ safety performance in a steel-manufacturing industry. In this regard, the safety climate mediates the effect of organizational resilience on safety performance.
Material and Methods: A cross-sectional study was accomplished in the steel manufacturing industry in 2021. The survey included three parts: (1) organizational resilience, (2) safety performance, and (3) safety climate. Besides, the organizational resilience was measured by a scale with six dimensions and 19 items. Also, safety performance was assessed by six items regarding two performance dimensions (i.e., safety compliance and safety participation). In addition, safety climate was measured by 19 items, comprising four dimensions (i.e., safety communication, supervisor safety perception, coworker safety perception, and work pressure).
Results: The structural equation modeling results showed that the organizational resilience and safety climate had significant impacts on safety climate (β = 0.23, P ≤ 0.05) and safety performance (β = 0.43, P ≤ 0.05), respectively. Also, the indirect results indicated that safety climate mediated the relationship between organizational resilience and workers’ safety performance.
Conclusion: The increment of organizational resilience and safety climate improves workers’ safety performance. Besides, organizational resilience and related dimensions (e.g., reporting culture, learning, and awareness) improve the safety performance dimensions (i.e., safety compliance and safety participation).
