The recent COVID pandemic revived the interest in resilience as the ability to absorb strain and preserve (or improve) functioning despite the presence of adversity. To increase resilience, organizations must articulate both the ways to deal with predictable and unpredictable events.
In this study, the theory of organizational limits was used with the aim to understand how to develop resilience capabilities by getting closer to the organizational limits and what are the consequences of exceeding limits in day-to-day activities. A qualitative case study of a European nuclear power operator reveals the existence of the negative cascading effects of the limits of managerial actions.
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