Organizational and network resilience

This thesis explores the multifaceted concept of resilience within organizational and network contexts. It examines the transfer of resilient capabilities and the mechanisms supporting the transmission at both organizational and network levels. By analyzing various literary reviews of diverse multinational networks that have successfully demonstrated resilience in response to shocks and crises, this research provides insights into different resilience strategies and theoretical models.The study categorizes and investigates the types of threats faced by multinational firms, including economic, political, technological, industry competition, and internal company issues. It further differentiates between types of resilience: (1) proactive, (2) reactive, and (3) dynamic; and examines their applications in real-world scenarios. This thesis also delves into resilience at a managerial level, highlighting the crucial role of management in building and sustaining resilient practices. The challenges faced in achieving resilience, such as balancing long-term and short-term performance, efficiency, adaptability, safety, and profit, are critically analyzed. By integrating theoretical models of resilience and providing empirical evidence from a dataset comprised of a study of a 224 Italian network of firms who signed formal alliances (labelled “contratti di rete), this research offers a comprehensive understanding of how organizations and networks can enhance their resilience through different capabilities and methodologies. The findings contribute to the development of strategies that can help enterprises navigate the complexities of today's volatile business environment, ensuring sustained performance and competitiveness.