Mechanisms of resilient organizations: an explanatory case study of the family business in Thailand
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2020
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2563
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Chayanoot Pungcharoenpong (2020). Mechanisms of resilient organizations: an explanatory case study of the family business in Thailand. Retrieved from: https://repository.nida.ac.th/handle/662723737/6831.
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Mechanisms of resilient organizations: an explanatory case study of the family business in Thailand
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Abstract
The main objective of this study was to advance the knowledge explaining why
organizations are resilient by following Swanson and Chermack’s (2013) theory
development in applied disciplines. The study covered only three phases: The
conceptualization phase, the operationalization phase, and the confirmation phase.
Based on the conceptualization and operationalization phase, nine propositions were
identified before data collection based on literature review that explains the concept of
resilient organization, such as a successful outcome of crisis management, positive
organizational adjustment, and adaptability. Qualitative research design was employed
in this study. In this regard, Yin’s (2014) explanatory case study and pattern matching
method was employed in order to confirm the propositions and advance the knowledge
explaining why organizations are resilient. The context of family business in Thailand
was used as the context of study because of two reasons: a) family business has a stake
in the Thai economy (Suehiro, 1997); and b) family business was consistently found
that it is more resilient than other types of business, and it demonstrates stronger
resilience despite an economic crisis (Amann & Jaussaud, 2012; Chrisman et al., 2011;
Gupta & Levenburg, 2010; Kachaner et al., 2012; van Essen et al., 2015).The findings were based on the fifteen individual cases of organizations, that
showed a resilient pattern and were family businesses in Thailand. According to the
cross-case analysis, resilient organizations were created by factors occurred in three
time periods. They are 1) before the crisis; 2) being aware of the crisis; and 3) managing
the crisis that occurred. This applied to all types of resilient organizations (i.e. recovery
resilience; resistant resilience; transformation resilience). Many cases consistently
demonstrated that the period before the crisis was a substantial period as it buffered the
consequences of crisis and supported the organizations after their crisis.
The evidence from the cross-case analysis, in addition, suggested that the
organizations in the period before the crisis emphasized on manpower strategies (i.e.
building affective feelings and relationships among people in the organizations;
developing tonic virtuousness) and management strategies (i.e. strengthening internal
organizational operations; knowledge acquisition and past experience). In the face of a
crisis, the organizations responded to the crisis by focusing on monetary strategies (i.e.
financial saving; low cost operation; handling financial problems), manpower strategies
(i.e. staff collaboration; organizational commitment; phasic virtuousness; leadership;
attention to and assistance for staff affected by the crisis), management strategies (i.e.
property loss mitigation; communication; organizational support; systems
improvement; diversified business). Despite the organizational actions before the crisis
and in the face of the crisis, resilient organizations also showed mindfulness/being
aware of crisis. This was a crucial factor that prompted the organizations to be ready to
cope with the crisis.
With respect to the discussion of the cross-case findings, many theoretical
propositions were confirmed and further indicated a degree of transferability. The
analysis showed a degree of transferability of these factors. They are organizational
mitigation in the face of a crisis, an appropriate business model generation, sufficiency
thinking, tonic and phasic virtuousness, financial reserve, attention to a context, and
human resources. The analysis also introduced new findings of this study, which were
specifically related to the context of the family business in Thailand. They include the
three period factors contributing to resilience development, sufficiency thinking, roles
of leaders, organizational support, attention of executives given to their employees,
knowledge and past experience, staff collaboration, organizational commitment, communication, virtuousness, quality of products and services, diversified business, and financial handling.
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Thesis (Ph.D. (Human Resource and Organization Development))--National Institute of Development Administration, 2020