Given the state of accelerating change in technology, globalization, and society, long-term planning has become challenging, thus improving organizational resilience to environmental change has become more important. The management problem addressed the need for strategies to improve organization resilience in the face of environmental change. The purpose of this phenomenological study was to explore the lived experiences of managers to use a firm's human, financial, and technological resources to improve organizational resilience. The lived experiences of organizational leaders in addressing organizational resilience was the central research question. The conceptual framework was built on the World Economic Forum's National Resilience Beta Framework and Kotter's 8-stage process. Data collection involved interviews with 21 managers from American multinational enterprises. Collected data were sorted by use of open and axial coding techniques. The findings of this study underscored the need for leaders to make management capability a priority toward building resilient firms. Management strategies including management intent, data driven decision making, enlightened leadership, and continued building of relationships with stakeholders improved organizational resilience. In reshaping managerial effectiveness and capability, the study's findings may contribute to social change by encouraging collaboration among leaders and stakeholders to effect strategies for organizational and environmental resilience.
展开▼
