000			01891nam a2200229 4500
999			_c52467 _d52467
003			OSt
005			20190821154857.0
008			190821b ||||| |||| 00| 0 eng d
100			_aDesJardine, Mark _934286
245			_aBouncing Back: Building Resilience Through Social and Environmental Practices in the Context of the 2008 Global Financial Crisis
300			_a1434-1460 p.
520			_aEven though organizational researchers have acknowledged the role of social and environmental business practices in contributing to organizational resilience, this work remains scarce, possibly because of the difficulties in measuring organizational resilience. In this paper, we aim to partly remedy this issue by measuring two ways in which organizational resilience manifests through organizational outcomes in a generalized environmental disturbance—namely, severity of loss, which captures the stability dimension of resilience, and time to recovery, which captures the flexibility dimension. By isolating these two variables, we can then theorize the types of social and environmental practices that contribute to resilience. Specifically, we argue that strategic social and environmental practices contribute more to organizational resilience than do tactical social and environmental practices. We test our theory by analyzing the responses of 963 U.S.-based firms to the global financial crisis and find evidence that support our hypotheses.
653			_aOrganizational resilience
653			_aSocial and environmental practices
653			_aStrategic and tactical practices
653			_aGlobal financial crisis
653			_aSurvival analysis
700			_aBansal, Pratima _934287
700			_aYang, Yang _934288
773	0		_029017 _974854 _aDEBORAH E. RUPP _dWEST LAFAYETTE SAGE PUBLICATION 2012 _o55510430 _tJOURNAL OF MANAGEMENT _x 0149-2063
942			_2ddc _cJA-ARTICLE