Towards A Theory of Resilient Ecosystems: A System Approach to Organisational Resilience
Lead Research Organisation:
Durham University
Department Name: Management and Marketing
Abstract
This Postdoctoral Fellowship will build upon my PhD research which examined antecedents of organisational resilience in twenty-two heterogenous organisations and their business ecosystems. Through a two-staged data collection between 2017 and 2019, the study suggests that there are various equilibriums of resilience existing in organisations, which are formed by complex interactions of attributes of inter-organisational relationships (IORs). These findings are relatively novel in the literature of management and organisation studies because the mainstream view on organisational resilience is rooted in engineering resilience highlighting the stability of a system near a single equilibrium (e.g., bouncing back). More specifically, by analysing one hundred and thirty-seven events, it is suggested that organisational disruption can arise at any hierarchical level within and beyond organisations and associated effects that can move on a continuum (e.g., fast or slow) at a constant or irregular pace in multiple directions, compounded by changes. However, this study also shows fourteen IOR attributes emerging from one hundred and eighteen activity-based inter-organisational collaborations, which are interacted with each other depending on the nature of disruptions and together shaping organisational resilience. This fellowship will therefore examine the possibilities for expanding the work to the general system level and exploring how these relational attributes can interact for building resilient ecosystems, which is an underdeveloped area but important to be understood in order for sustainable development. In the face of pressing problems intertwined with global and grand challenges (e.g., [digital] poverty, social inequality, climate change, infectious disease), the need for such efforts could not be more urgent because no single entity alone (e.g., individual, organisation, or community) can provide solutions to complex and intractable problems. The United Nations (UN), international organisations, and individual countries actively seek ways to deal with the aforementioned challenges and many of these initiatives (e.g., the United Nations Global Compact) involve businesses and aim to facilitate collaborations among businesses and public and civil society actors. Although there is a considerable progress being made, the role of business organisations in society is still ambivalent resulting in that their contributions are often more symbolic than real, sometimes leading to social misery and environmental disasters (Scherer & Voegtlin, 2020). In addition, the rise of the digital economy (e.g., Industry 4.0) not only has transformed the role of traditional lead firms in the global economy but also fundamentally restructured both the demand and the supply side of traditional value chains (Pananond, Gereffi & Pedersen, 2020). Examples of businesses that fail to survive are plentiful contributing to the high rate of unemployment, which, in turn, has intensified the persistent grand challenges faced by humanity. This is a manifestation of a fallacy in the internal decision-making and incentive structures of businesses that undermines resilience in organisations. I will use the fellowship to establish myself within the community of scholars seeking to contribute to this space, especially at the level of inter-organisational relationships as the connection between different units within the ecosystem.With the mentorship of Durham Professor, Dr. Tyrone Pitsis, who is a leading researcher in complex projects designed to address systems level problems, this postdoctoral fellowship would allow me to achieve the following four key objectives: (1) establishing track record and disseminating PhD research findings through high-quality publications; (2) deepening and broadening my networks within academia and beyond; (3) developing and submitting two research grant applications; (4) advancing my experience and skills in research and teaching.
Organisations
- Durham University (Lead Research Organisation)
- DURHAM UNIVERSITY (Collaboration)
- World Commerce & Contracting (Collaboration)
- University of Leeds (Collaboration)
- Cranfield University (Collaboration)
- Loughborough University (Collaboration)
- Northumbria University (Collaboration)
- UNIVERSITY OF YORK (Collaboration)
- Royal Holloway, University of London (Collaboration)
- China-Britain Business Council (Collaboration)
- NEOMA Business School (Collaboration)
Publications
Ashiru, F
(2022)
Adapting emerging digital communication technologies for resilience: evidence from Nigerian SMEs
in Annals of Operations Research
Browder RE
(2024)
Perspectives on Organisational Resilience-Seeking
Nakpodia F
(2023)
Digital technologies, social entrepreneurship and resilience during crisis in developing countries: evidence from Nigeria
in International Journal of Entrepreneurial Behavior & Research
Williams C
Getting help quickly in the face of disruption: SME resilience and the speed of technology transfer from outside sources
in Journal of Business Research
Williams C
(2024)
The effect of breadth of external pressure on leaders in small and medium-sized enterprises: does the firm become more entrepreneurial?
in International Journal of Entrepreneurial Behavior & Research
You J
(2023)
Organizational resilience and interorganizational relationships: An exploration of Chinese business service firms
in European Management Review
You J
(2022)
A 'sensitising' perspective on understanding students' learning experiences in case studies
in The International Journal of Management Education
| Description | The achievement of this award includes 11 publications, including a methodological development chapter. In addition, the significant achievement of this award has established and developed the RISE (Resilience, Innovation, Strategy and Ecosystems) academic network, including 19 universities (16 in the UK, 2 in the US, 1 in China) and engaged with 16 community-based organisations in the UK and worldwide. By bringing together expertises from academia and community-based organisations, it provides a promising foundation for developing conceptual, methodological and theoretical dimensions of resilience research, gearing towards transformative value creation in tackling the economic and societal challenges faced by humanity and delivering real societal impact, such as 'resilience building', 'resilience activation' and 'resilience as everyday practice for sustainable development'. The 16 community-based organisations reveals four types of community: the community of place, the community of identity, the community of interest and the community of professionals; Expertises from academia are world leading experts in the fields of entrepreneurship, family business, organisational behaviour, strategy, international business, sustainability and philosophy. Community-based organisations include, Family Fund: Helping Disabled Children World Commence and Contracting International Conference on Sustainable Development Global Association Master's in Development Practice Sustainable Development Solutions Network: A Global Initiative for the United Nations China-Britain Business Council British Chambers of Commerce Enterprise Works - University of York Yorkshire Aviation Academy Independent Food Aid Network Noggin Integrated Safety & Security Software Badminton England Durham County Badminton Association York & District Badminton League Durham Oriental Museum David LIoyds Clubs Institutions: University of York (Sustainability and Resilience, York Environmental Sustainability Institute) Durham University (Centre for Innovation and Technology Management, Institute of Hazard, Risk and Resilience, Wolfson Research Institute for Health and Wellbeing) Professor Chris Car, University of Edinburgh Business School, UK Dr. Ran Bhamra, Royal Holloway University of London, UK Professor Matthew Allen, Manchester Metropolitan, UK Professor Chris Williams, School for Business and Society, University of York, UK Professor Mathew Hughes, University of Leicester, UK Professor David Denyer, Cranfield School of Management, UK Professor Chee Yew Wong, Leeds University Business School, UK Dr. Jia Chen Yang, Neoma Business School, France Professor Sherry Thatcher, University of Tennessee, US Dr. Chris Golding, University of Manchester, UK Dr. Trent Williams, Indiana University, US Dr. Josh Morton, Leeds University Business School, UK Dr. Xiaoli Lu, School of Public Policy and Management, Tsinghua University, China Dr. Folajimi Ashiru, Coventry University, UK Professor John Dilyard, St Francis College, US Professor Pervez Ghauri, University of Birmingham, UK Dr. Shasha Zhao, University of Surrey, UK |
| Exploitation Route | The outcomes of this funding identify diverse mechanisms in contributing to resilience building and resilience depletion at the system level. Scholars, especially those on RISE networks, can benefit the outcomes in their research, such as testing these mechanisms in different contexts, building connections with other concepts (sustainability, connectedness, creativity), developing an integrated measurement of resilience, and teaching. For non-academic communities (e.g., organisations and enterprises), they can benefit from outcomes to improve their business daily operations and practice for more sustainable development. More importantly, there is a policy implication. The fundings show that the current economic and societal challenges faced by humanity and the community reveal a collective action problem in which actors' outcomes depend in part on the actions of the other actor(s) involved directly or indirectly. Community-based organisations as problem solving entities provide a necessary condition for building community resilience because they can timely respond to the community's changing needs, especially during the crisis. Thus, for policy makers, it is imperative to consider the right percentage of social enterprises in the regional economic development. |
| Sectors | Agriculture Food and Drink Communities and Social Services/Policy Construction Creative Economy Digital/Communication/Information Technologies (including Software) Education Electronics Energy Environment Healthcare Leisure Activities including Sports Recreation and Tourism Manufacturing including Industrial Biotechology Culture Heritage Museums and Collections Transport |
| Description | During my ESCR Postdoctoral Fellowship from 2021 to 2022, entitled 'Towards a Theory of Resilient Ecosystems: A System Approach to Organisational Resilience', the main aim was to enhance my PhD research through scholarly publications, broaden my professional connections, and disseminate the research to the non-academic community. Although the initiative has not fully realised its potential impact within the broader non-academic domain, a series of engagements have been initiated and sustained in the past months, including the China and Britain Business Council, World Commerce and Contracting, and Good Business Charter. Case 1: Energy and green transitions - China and Britain Business Council Background The research on 'Towards a Theory of Resilient Ecosystems' is particularly relevant to the China-Britain Business Council (CBBC), given its strategic engagement in promoting Sino-British trade and investment, valued at approximately £110 billion in 2023. This collaboration is underpinned by both nations' commitment to achieving net zero emissions, with concerted efforts in sectors such as renewable energy and clean transportation. The integration of such ambitions into the CBBC's framework is pivotal, considering China's leading role in the global clean energy transition, highlighted by its substantial investment (approx. US$546 billion in 2022) and status as the premier exporter of renewable energy infrastructure. However, the 2024 UK-China Business Forum shed light on the hurdles that lie ahead, including geopolitical risks and regulatory challenges. These are the very issues where the research on resilient ecosystems can have a substantial impact. By applying its findings, the CBBC can address these obstacles, enhancing its members' capacity to navigate complex global supply chains and energy markets resiliently. The research offers a logical pathway to fortify the CBBC's collaborative framework, uniting a diverse array of stakeholders, from corporate giants like Air BP and Johnson Matthey to influential bodies like The Institute of Export and International Trade. By tapping into the insights from these varied entities, the CBBC can foster organisational resilience, crucial for maintaining stability amidst geopolitical flux and shifting market dynamics. This systematic approach to resilience can also catalyse innovation within the energy sector, as member companies like CRRC Times Semiconductor and Logan Energy can attest to the necessity of resilient practices in maintaining supply chain integrity and driving down costs. Furthermore, with the UK's prowess in green finance and China's manufacturing capabilities, a resilient organisational ecosystem is imperative for capitalising on reciprocal economic opportunities and advancing green transitions. In essence, the research enhances the CBBC's strategic alliance with China, empowering it to construct a resilient organisational framework. This not only strengthens the resilience of companies and supply chains involved but also bolsters the broader socio-economic landscape, including innovation hubs, manufacturers, and academic institutions. Thus, the research is instrumental in reinforcing both the organisational and environmental resilience required to thrive in the global energy shift towards a sustainable future. Potential impact: The research on resilient ecosystems when applied to the CBBC's initiatives, promises to yield substantial economic benefits by enhancing trade efficiency, fostering innovation, and attracting investments, while also delivering social advantages through environmental stewardship, job creation, and the promotion of a socially inclusive global green agenda. Economic value: Strengthen trade relations: By applying the principles of resilient ecosystems, the CBBC can facilitate a more robust trade infrastructure between the UK and China, potentially increasing the £110 billion trade value. Resilience in organisational frameworks could lead to smoother operations, fewer disruptions, and enhanced economic growth. Innovation and competitive advantage: The research underscores the importance of innovation as a driver for economic resilience. With China's significant global investment in clean energy and the UK's leadership in green finance, there is a potential to create competitive advantages in emerging markets for renewable energy technologies. Efficiency in supply chains: The project's focus on resilience can lead to more efficient supply chains by foreseeing risks and creating adaptive strategies. This can reduce costs and improve the reliability of supply chains between the UK and China, making products more affordable and available. Investment attraction: The UK's recognition as a global green finance hub can attract more investments, bolstered by the confidence in resilient organisational practices. This could further solidify London's position in the global green finance market, leading to broader economic opportunities. Social value: Environmental sustainability: The collaboration between the UK and China on renewable energy projects can significantly contribute to global efforts to mitigate climate change, leading to long-term environmental benefits and a sustainable future. Job creation: The transition to green energy and clean transportation sectors is likely to result in new employment opportunities. Resilient organisations are better positioned to sustain and create jobs, even in a dynamic economic climate. Public perception and social Inclusion: By addressing and overcoming public misconceptions and regulatory challenges highlighted in forums like the 2024 UK-China Business Forum, there is an opportunity to foster a more inclusive society that values sustainable practices and innovation. International collaboration: the research enhances understanding of how international collaborations can support not only organisational resilience but also societal resilience. As nations work together to achieve net-zero goals, there is a greater chance of fostering a global community committed to green initiatives. Case 2: Contract Management - World Commerce & Contracting Background The research on 'Towards a Theory of Resilient Ecosystems' contributes to the fortification of World Commerce & Contracting's (WCC) influence in global trade. From the age of bartering to today's sophisticated exchange of goods, services, and ideas, global trade, with its immense value of around $22.5 trillion as of 2018, underscores the evolution and importance of trade in social and economic development. In response to the complexities introduced by technological advancement and the expansion of global markets, there is a pressing need for innovative commercial rules and practices, alongside enhanced commercial competence and emotional intelligence to navigate the nuances of international trade relationships. Recognising this, World Commerce & Contracting (WCC) was founded in 1999 as the first organisation dedicated to the discipline of commercial management. Its mission is multifaceted: to craft the regulations that will govern future trade, to refine commercial practices, and to enhance expertise in contract and relationship management. As the largest association of its kind, WCC's influence extends to over 70,000 members worldwide, including 20,000 corporations globally. This pioneering research that emphasises system thinking offers a comprehensive framework to understand and enhance the resilience of organisations operating within complex commercial ecosystems. This systemic view underscores the importance of understanding the ripple effects of each decision and the value of collaboration across all levels of the commercial process. It introduces the concept that resilience is dynamically cultivated through the interplay within commercial ecosystems (Thought leader talk at the World Commerce & Contracting). At the heart of WCC's mission lies the commitment to advancing commercial management competence. In essence, the research amplifies WCC's capacity to effect change across global commerce, endorsing a future where businesses are not only better prepared to face disruptions but can also contribute to a more resilient global economy. The World Commerce & Contracting thus becomes a vanguard in promoting organisational resilience, advocating for strategies that ensure sustainability and stability in the ever-evolving landscape of international trade. By integrating this research, WCC empowers its members with adaptive, proactive strategies crucial for enduring market challenges and capitalising on opportunities. The systemic approach advocated by the research encourages organisations to view resilience not as a static quality but as a dynamic capability. It suggests that resilience in commercial management and contract negotiation is a result of interdependencies within organisational ecosystems. This perspective aligns with WCC's holistic approach to commercial relationships, where a multifaceted interplay of legal, economic, and relational factors must be balanced and optimised. By adopting the principles outlined in the research, WCC can guide its members towards building more resilient organisations. It can inform the development of training programs that emphasise adaptive, proactive, and responsive strategies. This, in turn, can lead to the creation of contracts and commercial agreements that are more agile, equitable, and suited to the unpredictable nature of global trade. In economic terms, the research equips members to sustain and grow amidst uncertainty, ensuring continuity and fostering innovation that can lead to market leadership. Operationally, it advises on constructing systems capable of withstanding global economic shocks, safeguarding interests, and promoting efficiency. Socially, the framework instils trust in international commerce by encouraging ethical trading practices and contributing to societal stability. This is achieved by supporting organisations to maintain operations during crises, which is fundamental in preserving employment and societal welfare. Potential impact: Economic Values: Robustness against market volatility: The systemic approach empowers organisations to develop strategies that can absorb shocks from market volatility, enhancing economic stability and continuity of trade. Competitive advantage: By fostering adaptability in commercial practices and contract negotiations, organisations can gain a competitive edge, crucial for success in the fast-paced global market. Innovation and growth: The research encourages a culture of resilience that is conducive to innovation, leading to growth and development within industries and economies. Efficiency and cost-savings: A resilient system approach to organisational structure can result in more efficient processes, reducing costs and increasing profitability. Social Values: Building trust: Resilient organisations are more likely to fulfil their commitments, building trust among stakeholders and within the broader community. Community support: Organisations that withstand and overcome disruptions can provide consistent support to their communities, including sustaining employment and contributing to social stability. Knowledge sharing: The principles from the research can be disseminated across industries, promoting a shared understanding of resilience and fostering collective strength. Responsible commercial practices: Emphasising equitable and agile contract negotiation aligns with ethical and social responsibility, leading to fairer business practices. Case 3: Responsible Business Accreditation - Good Business Charter Background The Good Business Charter (GBC) is an accreditation-based organisation, which emerged from a clear vision championed by Julian Richer, recognising a fundamental consumer demand and support for ethically minded businesses. Amidst a marketplace where it is often challenging to discern the truly responsible companies from those less so, the GBC provides a solution. It stands as a beacon for businesses genuinely committed to positive practices, guiding consumers, employees, suppliers, and collaborators towards choices that align with their values. The GBC is a straightforward accreditation scheme accessible to UK organisations across the spectrum - from leading FTSE100 firms to small local traders and charities. To gain this coveted seal of approval, an entity must embody and execute ten specific commitments that signify adherence to exemplary standards in business conduct. These commitments cover a wide range of principles, from fair treatment of employees and ethical sourcing to environmental stewardship and consumer protection. The Charter not only elevates the ethical standards within the business community but also empowers consumers with the knowledge to make informed decisions about where they spend their money, who they work for, and which businesses they support. It is a movement towards a more transparent, accountable, and socially responsible business landscape. Research on ecosystem resilience can play a crucial role in enhancing the credentials of organisations seeking Good Business Charter (GBC) accreditation, including enhancing the understanding of ecosystem resilience, providing a framework for responsible operations, and developing practices, and measuring impact. Potential impact: Economic value: Innovation and growth: Ecosystem resilience research promotes innovation in sustainable business practices. Accreditation by the GBC can be a market differentiator for businesses, attracting customers who prefer to patronise responsible companies. This can lead to increased sales and market share. Operational efficiency: Implementation of eco-resilient strategies can streamline operations, reduce waste, and save costs. Businesses adhering to such principles may find financial benefits that come with efficient resource use, which is in line with GBC standards. Investment attraction: Companies that are GBC accredited may be more attractive to investors looking for sustainable and ethically run businesses, thus leading to potential increases in investment and funding opportunities. Social value: Community trust and engagement: GBC accreditation can enhance a company's reputation, fostering trust within the community. This can lead to stronger customer loyalty and higher employee retention rates, as both groups are more likely to engage with businesses that demonstrate a commitment to social responsibility. Health and wellbeing: By adopting practices that contribute to ecosystem resilience, organisations support the broader goal of a healthier environment, which can have positive effects on public health and wellbeing. Educational influence: Businesses committed to resilience can partner with educational institutions, influencing curriculum and inspiring future leaders to prioritise sustainable practices, thus reinforcing the GBC's ethos within the learning environment. Through GBC accreditation, companies are recognised for their commitment to responsible business practices, including those that promote ecosystem resilience. This recognition can lead to economic benefits such as improved brand value and competitive advantage, while also fostering a more equitable, health-conscious, and environmentally aware society.Ecosystem resilience research informs and shapes business practices in ways that are directly relevant to the GBC accreditation, providing a framework for responsible operations that care for both people and the environment, and thus meeting the standards of ethical and sustainable business conduct. |
| First Year Of Impact | 2025 |
| Sector | Communities and Social Services/Policy,Energy,Environment,Financial Services, and Management Consultancy |
| Impact Types | Cultural Societal Economic Policy & public services |
| Description | Good Business Charter: A Practical and Accessible ESG Solution for Family Firms |
| Geographic Reach | National |
| Policy Influence Type | Implementation circular/rapid advice/letter to e.g. Ministry of Health |
| URL | https://www.fbrf.org.uk/articles/good-business-charter-and-family-business |
| Description | Nature positive solar investment: industry guidance (draft version) |
| Geographic Reach | National |
| Policy Influence Type | Influenced training of practitioners or researchers |
| Impact | This is a joint report with the industrial organisations on the biodiversity indicator, ESG and nature positive investment. It's in the draft version but we expect to have industrial and policy impacts. |
| Description | Policy Impact Workshop: Influence through expertise |
| Geographic Reach | Multiple continents/international |
| Policy Influence Type | Influenced training of practitioners or researchers |
| Impact | Curtis, S., Cunningham, N., Pearce, J., Congdon, P., Cherrie, M., & Atkinson, S. (2021). Trajectories in mental health and socio-spatial conditions in a time of economic recovery and austerity: A longitudinal study in England 2011-17. Social Science & Medicine, 270, 113654. Westhead, P. (1997). R&D 'inputs' and 'outputs' of technology-based firms located on and off Science Parks. R&D Management, 27(1), 45-62. Wright, M., Westhead, P., & Ucbasaran, D. (2007). Internationalization of small and medium-sized enterprises (SMEs) and international entrepreneurship: A critique and policy implications. Regional Studies, 41(7), 1013-1030. |
| Description | Sustainable Futures Forum: Building for Good |
| Geographic Reach | National |
| Policy Influence Type | Implementation circular/rapid advice/letter to e.g. Ministry of Health |
| URL | https://www.youtube.com/playlist?list=PLsZIFEsiGhh3w7ASpyFWbix_ju4wJvp6A |
| Description | 2025 Sustainable Futures Forum: Responsible Collaboration for UN SDGs |
| Amount | € 4,000 (EUR) |
| Organisation | ESSEC Business School, France |
| Sector | Academic/University |
| Country | France |
| Start | 05/2025 |
| End | 12/2025 |
| Description | Durham University Research Incentivsation Award |
| Amount | £4,557 (GBP) |
| Organisation | Durham University |
| Sector | Academic/University |
| Country | United Kingdom |
| Start | 09/2021 |
| End | 10/2022 |
| Description | Festival of Social Sciences: Exploring the benefits of the Good Business Charter (GBC) for resilience and sustainability |
| Amount | £2,500 (GBP) |
| Organisation | Economic and Social Research Council |
| Sector | Public |
| Country | United Kingdom |
| Start | 06/2024 |
| End | 11/2024 |
| Description | Integrating finance and biodiversity for a nature-positive future: phase 2 |
| Amount | £3,000,000 (GBP) |
| Organisation | Natural Environment Research Council |
| Sector | Public |
| Country | United Kingdom |
| Start | 03/2024 |
| End | 04/2026 |
| Description | Nature-positive investment opportunities through solar parks |
| Amount | £150,264 (GBP) |
| Funding ID | NE/X016242/1 |
| Organisation | Natural Environment Research Council |
| Sector | Public |
| Country | United Kingdom |
| Start | 01/2023 |
| End | 01/2024 |
| Description | Tracking success for the Good Business Charter: Developing an effective approach |
| Amount | £10,000 (GBP) |
| Funding ID | H0023935 |
| Organisation | University of York |
| Sector | Academic/University |
| Country | United Kingdom |
| Start | 01/2024 |
| End | 12/2024 |
| Title | Fuzzy Cognitive Mappings (FCM) |
| Description | Fuzzy Cognitive Mappings, as originally introduced by Kosko (1986), is a qualitative alternative approach to dynamic systems (Carvalho, 2013), which aims to structure people's knowledge in a way allowing them to predict change in concepts represented in a cognitive mapping (Axelrod, 2015). The theoretical foundations of FCM are rooted in causal cognitive mapping and the fuzzy causal function. According to Eden and Ackerman (2004), causal cognitive mapping reveals how different concepts involved in a given problem, including abstract ideas and unquantified variables, are connected, with links and arrows indicating the direction of influence between them (Özesmi & Özesmi, 2004). Knowledge constructed in the form of concepts represents an individual's understanding of how the world around him or her is organized. Jones et al (2011) point out that cognitive maps can be considered as external representations of one's internal mental models concerning given problems. The fuzzy causal function is a non-linear function that transforms the weight of causes of one concept on another into an in-between value [-1,1], and allows a feedback loop (Carvalho, 2013; Jetter & Kok, 2014; Özesmi & Özesmi, 2004). FCMs is a graphical representation of a system, which visually illustrates the relationships among key concepts in it, including feedback relationships. There are three principal components of FCMs: Concepts: A node in a FCM represents a concept which corresponds to a variable (e.g., attributes, factors or events) in the problem studied. Causal relations: A link between two concepts in a FCM represents a causal-effect relationship between two concepts. When there is a causal effect of concept A on concept B then A is called a causal concept and B an effect concept. A positive relationship between two concepts indicates increases in the causal and the effect concepts, while a negative relationship indicates that an increase in the causal concept leads to a decrease in the effect concept. Causal values: Each positive or negative relationship can be associated with a numerical value, which represents the strength of the causal relation. Although both FCMs and system dynamics modelling involve causal mapping with feedback loops, FCMs are more appropriate for studies where there are fewer ideal data (Özesmi & Özesmi, 2004). Compared to a system dynamics model, FCMs is a participatory approach that allows participants to build their own models based on their knowledge, experience, and observation. Rather than making quantitative predictions of what is expected as in a systems dynamics model, a FCM is a man-trained neural network (Carvalho, 2013), providing qualitative information on causal relationships amongst variables which facilitates pattern predictions based on the conditions of these relationships in the system diagrams. FCMs are, therefore, particularly useful in theory development, especially when certain phenomena in organizations are difficult to observe and to experiment with. For example, individual FCMs can be aggregated into a social cognitive map by adding the values representing relationship strengths. Not only does this balance experts' various perceptions on the same or similar phenomena but it also improves theoretical precision, thus making the results more reliable (Jetter & Kok, 2014). Although FCMs are not substitutes for statistical techniques, the strengths and signs of relationships among concepts in FCMs provide new testable predictions and facilitate hypothesis formation, which, in turn, contribute to accelerating the speed of theory development. Designing and Implementing FCM Studies Step 1 Planning a FCM study While FCMs are valuable, they are not always the most suitable methodological approach. A first step is to evaluate whether or not they are appropriate. For example, while FCMs have the advantage of comprehending as many knowledge sources as are required, with diverse knowledge and different degrees of expertise, causal relationships in FCMs are not specified and tested with parameter estimation procedures as in other types of causal modelling (e.g., structural equation modelling). Therefore, FCMs can only be used as an exploratory modelling to study unexplored areas, including sensitive topics or ones involving ethical dilemmas. The second decision point is evaluation of how to obtain a FCM and the associated sample size. For example, Özesmi & Özesmi (2004) argue that there are at least four ways of generating FCMs: questionnaires, written texts, existing causal relationships, and interviews. Regarding sample size, an average accumulation curve made by using Monte Carlo techniques shows the relationship between the total number of variables and the total number of interviews, for example 30 interviews can generate approximately 140 variables but more interviews do not generate more variables. Step 2 Obtaining FCMs This chapter uses interviews as an example to illustrate how to create FCMs. Interview questions are typically open-ended. For example, a question might be formulated as 'what are the variables/factors affecting your decision to form a business relationship with other organizations? How do these variables affect each other?'. An interviewee will name the most important variables, which will be listed on a large piece of paper. Once the interviewee feels that there is nothing more to add, he/she will be asked to explain the relationships between these variables, and links, arrows and numbers [-1,1] will be suggested indicating directions and strengths of causal relationships. During the process of constructing FCMs, more variables and associated relationships can be added to the map. Similarly, FCMs can also be created by a group deciding together on the important variables and on the causal relationships between them. This allows for discussion of the variables and the sign and magnitude of the relationships. Step 3 Analysing FCMs Guided by graph theory, each FCM can be coded into an adjacency matrix in the form A(D)= [aij] (Harary et al., 1965; Özesmi & Özesmi, 2004). Figure 1 and Table 1 show how the connections are coded. For example, the seven variables in Figure 1 are listed on both the vertical and horizontal axes to form a square matrix (Table 1). When a connection exists between variables, the value is coded in the square matrix (between -1 and 1). -0.09 is entered in cell a13 because of a causal decrease in the effect of variable 1, 'mutually beneficial interaction with partners', on variable 3, 'cost of managing relationships'. ------------------------------------------- Figure 1 here ------------------------------------------- ------------------------------------------- Table 1 here ------------------------------------------- By using matrix addition, individual cognitive maps can be augmented and aggregated into a social cognitive map (Laszlo et al, 1996; Özesmi & Özesmi, 2004). This involves superimposing the maps on each other and summing the values on the connections between variables. Aggregating individual maps provides a comprehensive representation of how the system works, which may not be completely captured in a single individual's map (Nakamur et al, 1982). When there are conflicting connections with opposite signs occur, it will decrease the causal relationship. To compare and contrast individuals' FCMs, their structure of the individual FCMs can be analyzed, including their density (clustering co-efficiency) and the centrality, including both their in-degree and out-degree and the characteristics of the relational structure (hierarchical vs. democratic). The density of an individual cognitive map (D) is an index of connectivity, which helps understanding of how connected or scattered the map is. This can be calculated using the number of connections divided by the maximum number of connections between N variables (Özesmi & Özesmi, 2004). If the density of a map is high then the interviewee sees a large number of causal relationships among the variables. Stakeholders can be compared to see which groups have more relationships among the variables. If more groups perceive more relationships, they will have more options available to change things. These groups may, thus, be catalysts for change. D=C/(N(N-1)) Centrality represents the overall contribution of a variable in the fuzzy cognitive map in terms of the connectivity of the variable with other variables and the cumulative strength of these connections. It is calculated by summing its out-degree (out-arrows) and in-degree (in-arrows). Ci=td (Vi)=od (Vi)+id (Vi) The out-degree is the accumulative strength of a variable that influences other variables A ij, and N is the total number of variables: od (Vi)=?_(k=1)^N¦A ik In contrast, the in-degree is the sum of the absolute values of the other variables that affect a variable: id (Vi)=?_(k=1)^N¦A ki In addition, a hierarchy index (h) (MacDonald, 1983) of FCMs is calculated to understand the level of adaptation of the maps. When h is equal to 1, the map is fully hierarchical and when it is equal to 0, the map is fully democratic. The implication is that the more democratic the map is, the more adaptable it is perceived to be in responding to change (Ozesmi & Ozesmi, 2004). |
| Type Of Material | Improvements to research infrastructure |
| Year Produced | 2020 |
| Provided To Others? | No |
| Impact | FCMs can be used both inductively and deductively. For example, You (2021) inductively uses FCMs method to obtain the opinions of high-level managers on how their organizations cope with disruption in the context of business ecosystems. Williams et al (2020) deductively use FCMs to investigate small firms' resilience on a remote island drawing on Instrumental Stakeholder Theory. The main advantage of using FCMs is that, it allows respondents to participate and provide their inputs by addressing three questions: (1) which variables matter, (2) why they matter, and (3) how they interact. This section will use two cases to illustrate the use of FCMs. Case illustration 1. The aim of the study is to investigate how small enterprises on a very remote island cope with the shocks and disruptions they face. Seven FCMs are produced and aggregated into a social cognitive map (see Figure 2), which includes ten variables originally derived from the Instrumental Stakeholder Theory and twelve new variables. The results show that the impact of these variables on resilience varies, with some being positive and some negative and with different magnitudes or intensities. ------------------------------------------- Figure 2 here ------------------------------------------- As Özesmi and Özesmi (2004) note, condensing is needed when there are more than 20 variables in a map because too many are counterproductive for gaining insights. Following Graph Theory, condensing is conducted by grouping related variables together and replacing subgraphs (as is shown in Figure 3) (Harary et al, 1965). ------------------------------------------- Figure 3 here ------------------------------------------- Case illustration 2. The aim of the second case is to investigate how organizations cope with disruptions, by utilizing external connections with other organizations (You, 2021). In a two-stage data collection, semi-structured interviews were conducted in the first stage in order to identify attributes of inter-organizational relationships (IORs). In the second stage of data collection, FCM was employed to capture executives' mental models in terms of how their organizations cope with disruption by mapping the attributes of IORs identified in the first stage. The data analysis contains three steps (see Table 2). ------------------------------------------- Table 2 here ------------------------------------------- There are three different methods of comparing individual FCMs. First, variables can be compared, including their frequency, type and centrality (Özesmi & Özesmi, 2004). Frequency might be measured by how many times these variables are mentioned on the maps and what types of variables they are perceived to be by the interviewees (e.g., transmitter, ordinary or receiver variables). Although the most important variable is likely to be mentioned more often or by most people, it may not be the most significant or central one. Beyond frequency of mentions, centrality refers to connections among variables in the map, including the cumulative strength of these connections. Therefore, the indegree and outdegree of a variable need consideration, when evaluating its contribution to the map. Second, to compare the complexity of FCMs, the ratios of the number of receiver variables to that of transmitter variables (R/T) can be considered as an index of complexity (Özesmi & Özesmi, 2004). Although the number of receiver variables in the map provides an indication of its complexity (Eden et al, 1992), this is not sufficient without considering any transmitter variables that flatten the map, in the sense that causal arguments are not elaborated. Third, the structure of FCMs can be analyzed using its hierarchy index (h) (MacDonald, 1983). When h is equal to 1, the map is fully hierarchical and conversely when h is equal to 0, the system is fully democratic. For example, in a study of relational resilience, You (2021) finds that, when firms experience sudden-broad disruptions, the hierarchical index tends to be more democratic than in mounting-broad disruptions. The implication of this is that firms are more adaptable to change in the face of sudden-broad disruptions, in which more relational connections emerge. As was discussed in Case 1, a social cognitive map can be generated by qualitative aggregation in the condensing process, for example, from Figure 2 to Figure 3. Quantitative aggregation can also be done by adding up the weights of the variables assigned by the interviewees in individual maps and generating an augmented matrix (see Table 3). The structure of the social cognitive map can also be analyzed in terms of its complexity, centrality and hierarchy. ------------------------------------------- Table 3 here ------------------------------------------- Despite the fact that FCMs may emphasize different parts of a system according to people's knowledge and experience, all FCMs should be treated equally. Therefore, formal validation of FCMs is impossible due to the different understandings of the system (Özesmi & Özesmi, 2004). Given that building FCMs is a participatory approach by nature, a qualitative validation, such as the 'reality check' commonly used in the study of environment management, is more appropriate. In fact, there are a number of disadvantages to using FCMs, these being people's misconceptions and biases; a lack of real-value parameter estimates, and inability to deal with 'and' conditions or 'if, then' statements (Özesmi & Özesmi, 2004), among others. To overcome some of these disadvantages, a potential solution is to obtain as many FCMs as possible on smaller items of knowledge and then code them into adjacency matrices (see Step 3). Doing this should improve the accuracy of the FCMs because adding the values of relationship strength (both positive and negative) helps experts' different perceptions of similar phenomena (Jetter & Kok, 2014). The result of combining opinions from different experts and local knowledge can have policy implications. For example, Dadaser and Özesmi (2001) use a FCM to compare the perceptions of local people, NGOs and government officials concerning a Salt Lake ecosystem in Turkey. Based on the stakeholders' inputs, sixty-five different policy options are simulated. In a study of small firm's resilience on a remote island, Williams et al (2020) find that, although government loans and financial incentives are important in stimulating entrepreneurship in the early stage of venture formation, facilitating the development of relational capabilities between stakeholders is key to ensuring the contingency of their businesses, which would otherwise produce counterproductive effects. FCMs is a useful tool to make complex problems accessible and they have the potential to provide valuable insight into how various coping mechanisms that are not otherwise easily observable in faith traditions impact on work behaviours (productive and counterproductive). In the context of the workplace, FCMs offer a possible way to understand organizational members' decision-making processes at all levels and how these processes lead to collective actions at the firm level of analysis. FCMs can be used as a tool to understand what factors or variables are important in shaping team or organizational performance. This chapter has provided an overview of FCM practices and a discussion of common difficulties and pitfalls in designing and implementing FCMs. It has offered advice for researchers interested in using FCMs and also for reviewers and readers of studies that used FCMs as it will allow them to critically evaluate such studies. It is undeniable that some challenges in the use of FCMs still remain. Given the recent amount of FCM research, we hope that this chapter will not only serve as a catalyst to inspire the future use of FCM in management but also research that will lead to methodological improvements regarding FCM itself. |
| Description | Contract Management - World Commerce & Contracting |
| Organisation | World Commerce & Contracting |
| Country | United States |
| Sector | Charity/Non Profit |
| PI Contribution | The research on 'Towards a Theory of Resilient Ecosystems' contributes to the fortification of World Commerce & Contracting's (WCC) influence in global trade. From the age of bartering to today's sophisticated exchange of goods, services, and ideas, global trade, with its immense value of around $22.5 trillion as of 2018, underscores the evolution and importance of trade in social and economic development. In response to the complexities introduced by technological advancement and the expansion of global markets, there is a pressing need for innovative commercial rules and practices, alongside enhanced commercial competence and emotional intelligence to navigate the nuances of international trade relationships. Recognising this, World Commerce & Contracting (WCC) was founded in 1999 as the first organisation dedicated to the discipline of commercial management. Its mission is multifaceted: to craft the regulations that will govern future trade, to refine commercial practices, and to enhance expertise in contract and relationship management. As the largest association of its kind, WCC's influence extends to over 70,000 members worldwide, including 20,000 corporations globally. This pioneering research that emphasises system thinking offers a comprehensive framework to understand and enhance the resilience of organisations operating within complex commercial ecosystems. This systemic view underscores the importance of understanding the ripple effects of each decision and the value of collaboration across all levels of the commercial process. It introduces the concept that resilience is dynamically cultivated through the interplay within commercial ecosystems (Thought leader talk at the World Commerce & Contracting). At the heart of WCC's mission lies the commitment to advancing commercial management competence. In essence, the research amplifies WCC's capacity to effect change across global commerce, endorsing a future where businesses are not only better prepared to face disruptions but can also contribute to a more resilient global economy. The World Commerce & Contracting thus becomes a vanguard in promoting organisational resilience, advocating for strategies that ensure sustainability and stability in the ever-evolving landscape of international trade. By integrating this research, WCC empowers its members with adaptive, proactive strategies crucial for enduring market challenges and capitalising on opportunities. The systemic approach advocated by the research encourages organisations to view resilience not as a static quality but as a dynamic capability. It suggests that resilience in commercial management and contract negotiation is a result of interdependencies within organisational ecosystems. This perspective aligns with WCC's holistic approach to commercial relationships, where a multifaceted interplay of legal, economic, and relational factors must be balanced and optimised. By adopting the principles outlined in the research, WCC can guide its members towards building more resilient organisations. It can inform the development of training programs that emphasise adaptive, proactive, and responsive strategies. This, in turn, can lead to the creation of contracts and commercial agreements that are more agile, equitable, and suited to the unpredictable nature of global trade. In economic terms, the research equips members to sustain and grow amidst uncertainty, ensuring continuity and fostering innovation that can lead to market leadership. Operationally, it advises on constructing systems capable of withstanding global economic shocks, safeguarding interests, and promoting efficiency. Socially, the framework instils trust in international commerce by encouraging ethical trading practices and contributing to societal stability. This is achieved by supporting organisations to maintain operations during crises, which is fundamental in preserving employment and societal welfare. Potential impact: Economic Values: Robustness against market volatility: The systemic approach empowers organisations to develop strategies that can absorb shocks from market volatility, enhancing economic stability and continuity of trade. Competitive advantage: By fostering adaptability in commercial practices and contract negotiations, organisations can gain a competitive edge, crucial for success in the fast-paced global market. Innovation and growth: The research encourages a culture of resilience that is conducive to innovation, leading to growth and development within industries and economies. Efficiency and cost-savings: A resilient system approach to organisational structure can result in more efficient processes, reducing costs and increasing profitability. Social Values: Building trust: Resilient organisations are more likely to fulfil their commitments, building trust among stakeholders and within the broader community. Community support: Organisations that withstand and overcome disruptions can provide consistent support to their communities, including sustaining employment and contributing to social stability. Knowledge sharing: The principles from the research can be disseminated across industries, promoting a shared understanding of resilience and fostering collective strength. Responsible commercial practices: Emphasising equitable and agile contract negotiation aligns with ethical and social responsibility, leading to fairer business practices. |
| Collaborator Contribution | Help to gain access member organisations Disseminate research findings |
| Impact | Economic Values: Robustness against market volatility: The systemic approach empowers organisations to develop strategies that can absorb shocks from market volatility, enhancing economic stability and continuity of trade. Competitive advantage: By fostering adaptability in commercial practices and contract negotiations, organisations can gain a competitive edge, crucial for success in the fast-paced global market. Innovation and growth: The research encourages a culture of resilience that is conducive to innovation, leading to growth and development within industries and economies. Efficiency and cost-savings: A resilient system approach to organisational structure can result in more efficient processes, reducing costs and increasing profitability. Social Values: Building trust: Resilient organisations are more likely to fulfil their commitments, building trust among stakeholders and within the broader community. Community support: Organisations that withstand and overcome disruptions can provide consistent support to their communities, including sustaining employment and contributing to social stability. Knowledge sharing: The principles from the research can be disseminated across industries, promoting a shared understanding of resilience and fostering collective strength. Responsible commercial practices: Emphasising equitable and agile contract negotiation aligns with ethical and social responsibility, leading to fairer business practices. |
| Start Year | 2021 |
| Description | Energy and green transitions - China and Britain Business Council |
| Organisation | China-Britain Business Council |
| Country | United Kingdom |
| Sector | Public |
| PI Contribution | Energy and green transitions - China and Britain Business Council The research on 'Towards a Theory of Resilient Ecosystems' is particularly relevant to the China-Britain Business Council (CBBC), given its strategic engagement in promoting Sino-British trade and investment, valued at approximately £110 billion in 2023. This collaboration is underpinned by both nations' commitment to achieving net zero emissions, with concerted efforts in sectors such as renewable energy and clean transportation. The integration of such ambitions into the CBBC's framework is pivotal, considering China's leading role in the global clean energy transition, highlighted by its substantial investment (approx. US$546 billion in 2022) and status as the premier exporter of renewable energy infrastructure. However, the 2024 UK-China Business Forum shed light on the hurdles that lie ahead, including geopolitical risks and regulatory challenges. These are the very issues where the research on resilient ecosystems can have a substantial impact. By applying its findings, the CBBC can address these obstacles, enhancing its members' capacity to navigate complex global supply chains and energy markets resiliently. The research offers a logical pathway to fortify the CBBC's collaborative framework, uniting a diverse array of stakeholders, from corporate giants like Air BP and Johnson Matthey to influential bodies like The Institute of Export and International Trade. By tapping into the insights from these varied entities, the CBBC can foster organisational resilience, crucial for maintaining stability amidst geopolitical flux and shifting market dynamics. This systematic approach to resilience can also catalyse innovation within the energy sector, as member companies like CRRC Times Semiconductor and Logan Energy can attest to the necessity of resilient practices in maintaining supply chain integrity and driving down costs. Furthermore, with the UK's prowess in green finance and China's manufacturing capabilities, a resilient organisational ecosystem is imperative for capitalising on reciprocal economic opportunities and advancing green transitions. In essence, the research enhances the CBBC's strategic alliance with China, empowering it to construct a resilient organisational framework. This not only strengthens the resilience of companies and supply chains involved but also bolsters the broader socio-economic landscape, including innovation hubs, manufacturers, and academic institutions. Thus, the research is instrumental in reinforcing both the organisational and environmental resilience required to thrive in the global energy shift towards a sustainable future. |
| Collaborator Contribution | Help to gain access businesses and organisations networks. Advance our understanding of the policy strategy. |
| Impact | Potential impact: The research on resilient ecosystems when applied to the CBBC's initiatives, promises to yield substantial economic benefits by enhancing trade efficiency, fostering innovation, and attracting investments, while also delivering social advantages through environmental stewardship, job creation, and the promotion of a socially inclusive global green agenda. Economic value: Strengthen trade relations: By applying the principles of resilient ecosystems, the CBBC can facilitate a more robust trade infrastructure between the UK and China, potentially increasing the £110 billion trade value. Resilience in organisational frameworks could lead to smoother operations, fewer disruptions, and enhanced economic growth. Innovation and competitive advantage: The research underscores the importance of innovation as a driver for economic resilience. With China's significant global investment in clean energy and the UK's leadership in green finance, there is a potential to create competitive advantages in emerging markets for renewable energy technologies. Efficiency in supply chains: The project's focus on resilience can lead to more efficient supply chains by foreseeing risks and creating adaptive strategies. This can reduce costs and improve the reliability of supply chains between the UK and China, making products more affordable and available. Investment attraction: The UK's recognition as a global green finance hub can attract more investments, bolstered by the confidence in resilient organisational practices. This could further solidify London's position in the global green finance market, leading to broader economic opportunities. Social value: Environmental sustainability: The collaboration between the UK and China on renewable energy projects can significantly contribute to global efforts to mitigate climate change, leading to long-term environmental benefits and a sustainable future. Job creation: The transition to green energy and clean transportation sectors is likely to result in new employment opportunities. Resilient organisations are better positioned to sustain and create jobs, even in a dynamic economic climate. Public perception and social Inclusion: By addressing and overcoming public misconceptions and regulatory challenges highlighted in forums like the 2024 UK-China Business Forum, there is an opportunity to foster a more inclusive society that values sustainable practices and innovation. International collaboration: the research enhances understanding of how international collaborations can support not only organisational resilience but also societal resilience. As nations work together to achieve net-zero goals, there is a greater chance of fostering a global community committed to green initiatives. |
| Start Year | 2021 |
| Description | Exploring Value-Systems for the 'Next Normal': The post-pandemic future of work |
| Organisation | Northumbria University |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | I have contributed to the grant application of British Academy/Leverhulme Small Research Grants. More specifically, I draw on my expertise on the application of ecological modelling in the study of business and society to capture the process of value system change prior to and after the Covid-19 pandemic. I contribute to methodology, formal analysis, conceptualisation, writing - reviewing & editing the grant application. |
| Collaborator Contribution | My partners have contributed to other essential components in the grant application, including situating the project as a stepping stone to a larger project, travel destinations and budget, strategy for dissemination beyond conference, networking, among others. |
| Impact | It is close to submission. |
| Start Year | 2021 |
| Description | From Resilience to Resurgence: Perils and Opportunities in the 'New Normal' |
| Organisation | Loughborough University |
| Department | School of Business and Economics |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | I am the founding chair of the RISE Talk series. RISE stands for Resilience, Innovation, Strategy and Ecosystems. RISE Talk (Resilience, Innovation, Strategy and Ecosystems) is an academic initiative funded by the Economic and Social Research Council (ESRC) and hosted by the Centre for Innovation and Technology Management (CITM), Durham University Business School, in partnership with the Global Citizenship Programme, Ustinov College, Durham University. The aim is to facilitate an interdisciplinary discussion and exploration of how conventional theories inform our understanding of the phenomenon of RISE and how the role of RISE can help to address the pressing and complex issues faced by business and society, including governance and systems for sustainable development. To achieve this, I have invited leading scholars and thought leaders across different disciplines and institutions to present their thoughts and opinions and to provide a perspective on (1) where we are; (2) what challenges we face; (3) possible solutions in addressing these challenges in the hope of achieving sustainable development goals; (4) implications for research and practice. |
| Collaborator Contribution | In the fourth RISE talk (Resilience, Innovation, Strategy and Ecosystems) on 2nd December 2021, Professor Mat Hughes reflected on his recent interviews with several expert advisors, entrepreneurs and scholars and shared his thoughts with us on how resilience can be achieved in such a way that enacts resurgence? |
| Impact | RISE Blogpost: Resilience Is Not Only Hard Shell But Also Fluid Leading To Resurgence (over 800 views as of 20 Feb) https://www.jacquelineyou.com/post/resilience-is-not-only-hard-shell-but-also-fluid-leading-to-resurgence |
| Start Year | 2021 |
| Description | Global Health Systems Strengthening and R&D: Can the Interests and Needs of Rich and Poor Countries Ever be Reconciled? |
| Organisation | University of York |
| Department | The York Management School |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | I am the founding chair of the RISE Talk series. RISE stands for Resilience, Innovation, Strategy and Ecosystems. RISE Talk (Resilience, Innovation, Strategy and Ecosystems) is an academic initiative funded by the Economic and Social Research Council (ESRC) and hosted by the Centre for Innovation and Technology Management (CITM), Durham University Business School, in partnership with the Global Citizenship Programme, Ustinov College, Durham University. The aim is to facilitate an interdisciplinary discussion and exploration of how conventional theories inform our understanding of the phenomenon of RISE and how the role of RISE can help to address the pressing and complex issues faced by business and society, including governance and systems for sustainable development. To achieve this, I have invited leading scholars and thought leaders across different disciplines and institutions to present their thoughts and opinions and to provide a perspective on (1) where we are; (2) what challenges we face; (3) possible solutions in addressing these challenges in the hope of achieving sustainable development goals; (4) implications for research and practice. |
| Collaborator Contribution | In the 5th RISE Talk (Resilience, Innovation, Strategy and Ecosystems) on 13th January 2022, Dr. Williams who is a Professor in Strategy and International Business at the University of York explored this question with a particular focus on health system strengthening and global health R&D. A key theme he highlighted was how the concept of 'distance' - widely used in international business literature - can serve as a catalyst to guide our thinking on the role of health R&D in addressing global inequality. |
| Impact | RISE Blogpost: Can Health R&D Resolve Inequality? (Views: 626 times as of 20 Feb) https://www.jacquelineyou.com/post/can-health-r-d-resolve-inequality |
| Start Year | 2022 |
| Description | Institute for Hazard, Risk and Resilience |
| Organisation | Durham University |
| Department | Institute of Hazard, Risk and Resilience |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | Knowledge sharing and exchange through workshops and seminars. |
| Collaborator Contribution | Knowledge sharing and exchange through workshops and seminars. |
| Impact | Sandbox on the Consequences of Climate Change in Small Jurisdictions led by Kate Cochrane, the Head of Resilience for NHS Highland and a Professor in Practice at IHRR. The aim is to listen to needs and concerns raised by the Commonwealth Parliamentary Association and practitioners in the field, to consider what research needs to be done, and to suggest a conference programme to move the agenda forward. This sandbox is the first step in a larger process. A follow-on conference will be hosted jointly by IHRR and the CPA in London (expected in May 2023). This is where the sandbox ideas will be honed further - in collaboration with the Parliamentarians, policymakers and other researchers scheduled to attend - with the aim of developing high-quality grant applications that involve stakeholders from the outset and are geared towards generating genuine, impactful change. |
| Start Year | 2021 |
| Description | Nature-Positive Investment Through Solar Park Value Chains York Environmental Sustainability Institute |
| Organisation | University of York |
| Department | York Environmental Sustainability Institute |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | Working in partnership on the NERC funded project in Phase I & II: Integrating Biodiversity and Finance Nature Positive Investment Through Solar Park Value Chains |
| Collaborator Contribution | Help to access to data and organisations Co-authorships in report and article publications. |
| Impact | This is an interdisciplinary collaboration, including environmental science and management. This includes workshop with industry, report and publication. |
| Start Year | 2022 |
| Description | Organisational Resilience - Where Are We Now? |
| Organisation | Royal Holloway, University of London |
| Department | School of Management |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | I am the founding chair of the RISE Talk series. RISE stands for Resilience, Innovation, Strategy and Ecosystems. RISE Talk (Resilience, Innovation, Strategy and Ecosystems) is an academic initiative funded by the Economic and Social Research Council (ESRC) and hosted by the Centre for Innovation and Technology Management (CITM), Durham University Business School, in partnership with the Global Citizenship Programme, Ustinov College, Durham University. The aim is to facilitate an interdisciplinary discussion and exploration of how conventional theories inform our understanding of the phenomenon of RISE and how the role of RISE can help to address the pressing and complex issues faced by business and society, including governance and systems for sustainable development. To achieve this, I have invited leading scholars and thought leaders across different disciplines and institutions to present their thoughts and opinions and to provide a perspective on (1) where we are; (2) what challenges we face; (3) possible solutions in addressing these challenges in the hope of achieving sustainable development goals; (4) implications for research and practice. |
| Collaborator Contribution | Dr. Ran Bhamra gave a talk at Durham University Business School on 3rd Feb 2022. He discussed a fundamental question that organisations are challenged by, and one that a considerable portion of management schools are set up to answering is, how can we, as an organisation, become more competitive? There have been innumerable answers coming from disciplines such as operations management, supply chain management and strategic management to name but three. Today, we know we are increasingly interconnected as independent entities (organisations) but also progressively more complex - we have begun to realise and sense our 'apparently' increased vulnerability to organisational and business disruption from different sources. Resilience now is viewed as an overarching concept that not only enables organisations to continue with business as usual, but also to learn, progress and flourish. In short, it can be a constructive mechanism to becoming more competitive. With our reality of geo-political instability and fragility of the environment, the questions of risk and uncertainty have become paramount. Certainly, understanding and dealing with supply chain risk and resilience is very important (food supply chains in particular), but so is social, economic, and financial resilience. Our resilience to natural hazards, or undeniably our lack thereof, has been a key driver in our development and study of resilience. However, the nature of societal resilience is highly important, how an interconnected and complex society can deal with the threat and consequences of natural disasters, terrorism, pandemics, social unrest, cyber-attacks, and also global financial breakdown. This seminar will capture the diversity and depth of current thinking and research on the concepts of organisational-related resilience which includes capabilities, creativity and complexity. |
| Impact | RISE Blogpost: Video: https://www.jacquelineyou.com/post/organisational-resilience-where-are-we-now Durham University Business School: https://www.youtube.com/watch?v=hfytSvQWuV8 |
| Start Year | 2022 |
| Description | Organisational resilience: theoretical, practical, methodological, and pedagogical challenges and opportunities |
| Organisation | Cranfield University |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | I am the founding chair of the RISE Talk series. RISE stands for Resilience, Innovation, Strategy and Ecosystems. RISE Talk (Resilience, Innovation, Strategy and Ecosystems) is an academic initiative funded by the Economic and Social Research Council (ESRC) and hosted by the Centre for Innovation and Technology Management (CITM), Durham University Business School, in partnership with the Global Citizenship Programme, Ustinov College, Durham University. The aim is to facilitate an interdisciplinary discussion and exploration of how conventional theories inform our understanding of the phenomenon of RISE and how the role of RISE can help to address the pressing and complex issues faced by business and society, including governance and systems for sustainable development. To achieve this, I have invited leading scholars and thought leaders across different disciplines and institutions to present their thoughts and opinions and to provide a perspective on (1) where we are; (2) what challenges we face; (3) possible solutions in addressing these challenges in the hope of achieving sustainable development goals; (4) implications for research and practice. |
| Collaborator Contribution | The inaugural series of RISE Talks (Resilience, Innovation, Strategy and Ecosystems) was kicked off by Professor David Denyer from Cranfield School of Management, on 7th October, 2021 at Durham University Business School. In the first talk, our distinguished speaker, Professor David Denyer presented the state-of-the art research, practice, methods and pedagogy on organisational resilience, including the challenges and opportunities, based on his experience over two decades in academia, industry and consultancy. |
| Impact | Organisational Resilience: 'Stop playing hurricanes' (views: 849 times as of 20 Feb) https://www.jacquelineyou.com/post/copy-of-now-you-can-blog-from-everywhere-1 |
| Start Year | 2021 |
| Description | Responsible Business Accreditation - Good Business Charter |
| Organisation | University of York |
| Department | The York Management School |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | The Good Business Charter (GBC) is an accreditation-based organisation, which emerged from a clear vision championed by Julian Richer, recognising a fundamental consumer demand and support for ethically minded businesses. Amidst a marketplace where it is often challenging to discern the truly responsible companies from those less so, the GBC provides a solution. It stands as a beacon for businesses genuinely committed to positive practices, guiding consumers, employees, suppliers, and collaborators towards choices that align with their values. The GBC is a straightforward accreditation scheme accessible to UK organisations across the spectrum - from leading FTSE100 firms to small local traders and charities. To gain this coveted seal of approval, an entity must embody and execute ten specific commitments that signify adherence to exemplary standards in business conduct. These commitments cover a wide range of principles, from fair treatment of employees and ethical sourcing to environmental stewardship and consumer protection. The Charter not only elevates the ethical standards within the business community but also empowers consumers with the knowledge to make informed decisions about where they spend their money, who they work for, and which businesses they support. It is a movement towards a more transparent, accountable, and socially responsible business landscape. Research on ecosystem resilience can play a crucial role in enhancing the credentials of organisations seeking Good Business Charter (GBC) accreditation, including enhancing the understanding of ecosystem resilience, providing a framework for responsible operations, and developing practices, and measuring impact. |
| Collaborator Contribution | Help to gain access member organisations Co-author the report |
| Impact | Potential impact: Economic value: Innovation and growth: Ecosystem resilience research promotes innovation in sustainable business practices. Accreditation by the GBC can be a market differentiator for businesses, attracting customers who prefer to patronise responsible companies. This can lead to increased sales and market share. Operational efficiency: Implementation of eco-resilient strategies can streamline operations, reduce waste, and save costs. Businesses adhering to such principles may find financial benefits that come with efficient resource use, which is in line with GBC standards. Investment attraction: Companies that are GBC accredited may be more attractive to investors looking for sustainable and ethically run businesses, thus leading to potential increases in investment and funding opportunities. Social value: Community trust and engagement: GBC accreditation can enhance a company's reputation, fostering trust within the community. This can lead to stronger customer loyalty and higher employee retention rates, as both groups are more likely to engage with businesses that demonstrate a commitment to social responsibility. Health and wellbeing: By adopting practices that contribute to ecosystem resilience, organisations support the broader goal of a healthier environment, which can have positive effects on public health and wellbeing. Educational influence: Businesses committed to resilience can partner with educational institutions, influencing curriculum and inspiring future leaders to prioritise sustainable practices, thus reinforcing the GBC's ethos within the learning environment. Through GBC accreditation, companies are recognised for their commitment to responsible business practices, including those that promote ecosystem resilience. This recognition can lead to economic benefits such as improved brand value and competitive advantage, while also fostering a more equitable, health-conscious, and environmentally aware society. Ecosystem resilience research informs and shapes business practices in ways that are directly relevant to the GBC accreditation, providing a framework for responsible operations that care for both people and the environment, and thus meeting the standards of ethical and sustainable business conduct. |
| Start Year | 2022 |
| Description | Speculations on the exits into the future |
| Organisation | NEOMA Business School |
| Country | France |
| Sector | Academic/University |
| PI Contribution | I am the founding chair of the RISE Talk series. RISE stands for Resilience, Innovation, Strategy and Ecosystems. RISE Talk (Resilience, Innovation, Strategy and Ecosystems) is an academic initiative funded by the Economic and Social Research Council (ESRC) and hosted by the Centre for Innovation and Technology Management (CITM), Durham University Business School, in partnership with the Global Citizenship Programme, Ustinov College, Durham University. The aim is to facilitate an interdisciplinary discussion and exploration of how conventional theories inform our understanding of the phenomenon of RISE and how the role of RISE can help to address the pressing and complex issues faced by business and society, including governance and systems for sustainable development. To achieve this, I have invited leading scholars and thought leaders across different disciplines and institutions to present their thoughts and opinions and to provide a perspective on (1) where we are; (2) what challenges we face; (3) possible solutions in addressing these challenges in the hope of achieving sustainable development goals; (4) implications for research and practice. |
| Collaborator Contribution | The second RISE talk (Resilience, Innovation, Strategy and Ecosystems) took place virtually on 21st October at Durham University Business School. Dr. Jiachen Yang, Assistant Professor of Strategy, at Neoma Business School, France drew upon the last thirty years of world development (the post-Soviet era) and presented overarching scenarios of the future through four possible processes of change: 'the day after tomorrow', 'revolutionary breakthrough', 'anthropological transformation' and 'gradual evolutions'. The talk began with a lengthy debate with regard to 'the world is in a state of crisis' vs. 'the world has never been better'. Undoubtedly, there are many achievements in the history of humanity, including the lowest rate of violent deaths, an improving capacity to feed more population, and a higher level of general education and abundance of opportunity for self-development, amongst others. These impressive achievements, however, are increasingly overshadowed by alarming developments, which can no longer be ignored. By incorporating a wide variety of reports from the United Nations, the World Economic Forum, and the Club of Rome, the first part of the talk presented pressing challenges faced by humanity and society in several areas. |
| Impact | RISE Blogpost: Speculations on the exits into the future (views: 529 times as of 20 Feb) https://www.jacquelineyou.com/post/speculations-on-the-exits-into-future |
| Start Year | 2021 |
| Description | Sustainable Supply Chain Management, Ecosystem and Ecological Resilience: An Alternate Research Paradigm |
| Organisation | University of Leeds |
| Department | School of Business |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | I am the founding chair of the RISE Talk series. RISE stands for Resilience, Innovation, Strategy and Ecosystems. RISE Talk (Resilience, Innovation, Strategy and Ecosystems) is an academic initiative funded by the Economic and Social Research Council (ESRC) and hosted by the Centre for Innovation and Technology Management (CITM), Durham University Business School, in partnership with the Global Citizenship Programme, Ustinov College, Durham University. The aim is to facilitate an interdisciplinary discussion and exploration of how conventional theories inform our understanding of the phenomenon of RISE and how the role of RISE can help to address the pressing and complex issues faced by business and society, including governance and systems for sustainable development. To achieve this, I have invited leading scholars and thought leaders across different disciplines and institutions to present their thoughts and opinions and to provide a perspective on (1) where we are; (2) what challenges we face; (3) possible solutions in addressing these challenges in the hope of achieving sustainable development goals; (4) implications for research and practice. |
| Collaborator Contribution | In the third RISE Talk (Resilience, Innovation, Strategy and Ecosystems) on 18th November 2021, Professor Chee Yew Wong from Leeds University Business School drew on an ecosystem perspective to illustrate how supply chains (economic systems) affect the flows of nutrients and energy in social-ecological systems, which lead to ecosystem degradation, thus threatening ecological and community resilience and then proposed a new research paradigm centring on ecological resilience. Why do ecosystems and ecological resilience matter? A simple answer is, for the benefit of all, including future generations because ecosystems contain all organisms that enable a physical environment to function, thus generating necessities needed by human beings, such as water, air, fuel and food. In other words, the functioning of ecosystem depends on biodiversity, which is being degraded by human activities, pollution, greenhouse gas emission and extraction. As is evident from climate feedbacks, the severity and intensity of ecosystem degradation is heading to a tipping point of collapse. |
| Impact | RISE Blogpost: Why Does Ecological Resilience Matter for Sustainable Supply Chain Management and Practice? (views: 894 as of 20 Feb) https://www.jacquelineyou.com/post/why-does-ecological-resilience-matter-to-sustainable-supply-chain-management-and-practice |
| Start Year | 2021 |
| Description | Wolfson Research Institute for Health and Wellbeing |
| Organisation | Durham University |
| Department | Wolfson Research Institute |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | I have been working and contributing to the preparation of a large funding application since January 2022, aiming to develop the work package address the impact of AI and technology, anthropogenic climate change, the Covid-19 pandemic mental health and wellbeing of workers in various contexts and places (e.g., health care, supply chains), and how do technologies need to be developed to reduce precocity for carers and for care delivery; what are the best approaches to follow? |
| Collaborator Contribution | This is an interdisciplinary discussion and conversation in which everyone (six independent researchers) has made an equal contribution because each of us will lead one project. |
| Impact | This is a multi-disciplinary project, including education, business school, sociology, anthropology and geography. Over the last three months' research conversation, we are moving to the stage of discussing funders and making budgets for the 5 years project. |
| Start Year | 2022 |
| Description | 2022 Society for the Advancement of Social-Economics Annual Conference, Amsterdam, Netherland |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Other audiences |
| Results and Impact | We will be presenting our recent research on differences between speed of technology transferred from other firms vs. speed of technology transferred from universities. Technology transferred from other firms is more likely to be commercialized and market-tested. Technology transferred in from universities is more likely to be early-stage, closer to its research roots, and possibly more uncertain and radical. Using survey data collected during the covid pandemic mainly from French SMEs in high-technology industries, including biotech, we run multiple explorative tests on a central hypothesis that differences between source of technology (firms vs. universities) impacts different aspects of resilience (response vs. recover) in different ways. We also explore whether technology source being from the same coun-try as the SME is more beneficial to responding and recovering compared to technology sourced from abroad. The results provide broad support for the central hypothesis and lead to implications for research and policy for SMEs in times of crisis. |
| Year(s) Of Engagement Activity | 2022 |
| URL | https://sase.org/event/2022-amsterdam/ |
| Description | 38th European Groups for Organization Studies Colloquium 2022, Vienna, Austria |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Other audiences |
| Results and Impact | The intended purpose is to present my paper, entitled 'Resilience Activation: An Inter-organizational Perspective', at the world leading conference in the hope of contributing to the latest development of the field, sparking questions and discussion for future collaborations in research/publication, funding applications, teaching and others. |
| Year(s) Of Engagement Activity | 2022 |
| URL | https://www.egos.org/2022_Vienna/General-Theme |
| Description | 82nd Annual Meeting of the Academy of Management, Seattle, USA |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Other audiences |
| Results and Impact | We have submitted a symposium proposal, entitled 'Resilience Activation: Exploring Relational Mechanisms', featuring four researches conducted in the different contexts of St Helena Island, China, Nigeria, and Professional community. The aim of this is to contribute to the debate of resilience realisation in times of crisis. This has the implications for policy and practice in terms of how we view and build resilience. |
| Year(s) Of Engagement Activity | 2022 |
| URL | https://aom.org/events/annual-meeting/annual-meeting-theme |
| Description | A Talk at the World Commerce & Contracting Thought Leadership Webinar |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Industry/Business |
| Results and Impact | Crises have always been part of human history, dating back to the beginning of time. Despite this, the happening of new types of crises, as well as repeats of former events, have revealed the limit of our capacity to anticipate or prepare for such disruptive events. A recent report shows that, crises news stories in 2020 exceeded almost one million more than in 2019, reaching 1,709, 419, of which 614, 944 items were associated with Covid-19 (Hileman, 2021). Resilience, thus, has become a strategic term used by organisations to prepare their tactics and strategies in order to try to minimise the negative effect of crises in the short-term, while engaging in capitalising on opportunities arising from crises in the long-term. In this webinar, Sally Guyer, Global CEO of the World Commerce and Contracting (WCC), will be joined by Dr. Jacqueline You from the Durham University Business School, firstly to explore the state-of-the-art research and practice on organisational resilience and then to discuss the implications for the WCC community, with a particular focus on contracting and commercial management. Finally, Jacqueline You will discuss how resilience manifests itself in disruptive contexts and highlights the importance of resilience building for the future of work. |
| Year(s) Of Engagement Activity | 2022 |
| Description | Academy of Management Idea Development Workshop, Durham UK |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Postgraduate students |
| Results and Impact | Purpose and Agenda This idea development workshop (IDW) is geared toward early career researchers (e.g., Assistant Professors and Postdoctoral fellows) and PhD students who are interested in publishing in AMR. Although this IDW is open to anyone, preference will be shown to individuals from institutions based in Northern Ireland and the Northeast of England. The hope is that this workshop will help participants develop well-crafted manuscripts suitable for submission to AMR. The workshop is open to participants outside Northern Ireland and the Northeast of England. |
| Year(s) Of Engagement Activity | 2022 |
| URL | https://aom.org/events/paper-development-workshops/pdw-detail/2022/02/10/higher-logic-calendar/amr-i... |
| Description | Beyond Protocols: Key elements for publishing impactful [systematic] literature reviews |
| Form Of Engagement Activity | A broadcast e.g. TV/radio/film/podcast (other than news/press) |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Postgraduate students |
| Results and Impact | There were 52 postgraduate researchers who attended the workshop. https://www.york.ac.uk/business-society/about/events/2024/literature-reviews-aspects-beyond-protocol/ |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://www.youtube.com/watch?v=NblsVBC5sI8 |
| Description | Business and Finance Formal, St John's College, Durham University |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | Regional |
| Primary Audience | Undergraduate students |
| Results and Impact | I was invited to speak at the annual 'Once a Johnian Business & Finance Pre-Dinner Panel' on Career and Employability. The event sparked engaging questions and discussion afterwards. |
| Year(s) Of Engagement Activity | 2025 |
| URL | https://www.linkedin.com/posts/st-johns-college-durham_at-tonights-business-finance-formal-we-activi... |
| Description | China Emergence Management 50 Forum, Tsinghua University |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Postgraduate students |
| Results and Impact | China Emergency Management 50 Forum was launched in 2011. It is an important platform for academic exchanges and practical discussions among experts and scholars in the field of emergency management and practical work. The China Emergency Management 50 Forum has established a youth forum since 2014 to promote exchanges and cooperation among young experts and scholars in the field of risk governance and emergency management. |
| Year(s) Of Engagement Activity | 2023 |
| URL | https://www.sppm.tsinghua.edu.cn/info/1005/8657.htm |
| Description | Collaboration with Chinese research partners |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Postgraduate students |
| Results and Impact | I visited two collaborator universities, Tsinghua University in Beijing and Fudan University in Fudan, for activity around resilience, crisis and disaster management. There are over 100 postgraduates, who attended the talk. The text book chapter and lecture video are in the production process. |
| Year(s) Of Engagement Activity | 2023 |
| URL | https://www.york.ac.uk/business-society/about/news/2023/collaboration-chinese-research-partners/ |
| Description | Early Career Researchers Workshop: Writing funding bids |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | Local |
| Primary Audience | Schools |
| Results and Impact | The workshop has sparked questions and discussion afterwards in relation to the grant writing workshop support to early career researchers. |
| Year(s) Of Engagement Activity | 2024 |
| Description | Perspectives on Organizational Resilience-Seeking |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Study participants or study members |
| Results and Impact | We are organising a symposium to discuss organisational resilience-seeking with world leading scholars in management and economics at the 84th Annual Meeting of the Academy of Management. |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://aom.org/events/annual-meeting |
| Description | PhD Careers and Job Market Workshop: Beyond the PhD: Crafting a Strategic Pathway for Early Career Researchers |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | Regional |
| Primary Audience | Schools |
| Results and Impact | This is an invited talk to share my experience as a junior scholar, together with other senior scholars. Doctoral students (over 100) at Durham University Business School were invited to join the workshop. The school will formalise the workshop as part of the PhD programme. |
| Year(s) Of Engagement Activity | 2024 |
| Description | Sustainable Futures Forum: Building for Good |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Industry/Business |
| Results and Impact | This forum brings together thought leaders, innovators, investors, academics, and business owners from York and beyond to explore and discuss sustainable practices across various industries. The focus is on building a prosperous and healthy society for all. The forum was well-received, attracting over 50 attendees. It has already led to visits from investors to the School/University (on local community funding collaboration), the development of future initiatives, and the formation of new collaborations (e.g., grant applications) |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://sites.google.com/york.ac.uk/sustainablefutureforum2024/home?authuser=0 |
| Description | Transformative Value Creation for Sustainable Development Goals: A Stakeholder Perspective |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Study participants or study members |
| Results and Impact | AIB is the world leading conference in the study of International Business. There are over 3000 academics, who are producing some of today's most impactful research. It's a great opportunity to disseminate our research relating to our research findings and engage scholarly discussion on the possible solutions of global and grand challenges. https://www.aib.world/events/2024/ |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://www.aib.world/events/2024/ |