TY - JOUR
T1 - Organizational resilience and digital resources
T2 - Evidence from responding to exogenous shock by going virtual
AU - Nielsen, Jeppe Agger
AU - Mathiassen, Lars
AU - Benfeldt, Olivia
AU - Madsen, Sabine
AU - Haslam, Christian
AU - Penttinen, Esko
PY - 2023/12
Y1 - 2023/12
N2 - Recent events have renewed attention to how organizations rely on digital resources in response to exogenous shock. Though the literature on organizational resilience indicates that this is best understood as a process through which organizational actors respond to a specific shock, most IS research attends to resilience as an outcome. Against that backdrop, we present a case study of how a university shifted to virtual teaching in response to a government-imposed lockdown during the COVID-19 pandemic. Adopting a digital resourcing perspective allowed us to reveal the organizational resilience process and the way digital resources shaped it. We found that the resilience process unfolded in stages as educators, assisted by students, managers, and IT personnel pivoted, adapted, and normalized into teaching virtually. Across these stages, digital resources took on specific roles as the resilience process progressed from the organization's pre-shock accumulation of digital resources into its continued digitalization efforts. Based on these findings, we contribute to existing literature by advancing and empirically substantiating a process view of the role of digital resources in organizational resilience.
AB - Recent events have renewed attention to how organizations rely on digital resources in response to exogenous shock. Though the literature on organizational resilience indicates that this is best understood as a process through which organizational actors respond to a specific shock, most IS research attends to resilience as an outcome. Against that backdrop, we present a case study of how a university shifted to virtual teaching in response to a government-imposed lockdown during the COVID-19 pandemic. Adopting a digital resourcing perspective allowed us to reveal the organizational resilience process and the way digital resources shaped it. We found that the resilience process unfolded in stages as educators, assisted by students, managers, and IT personnel pivoted, adapted, and normalized into teaching virtually. Across these stages, digital resources took on specific roles as the resilience process progressed from the organization's pre-shock accumulation of digital resources into its continued digitalization efforts. Based on these findings, we contribute to existing literature by advancing and empirically substantiating a process view of the role of digital resources in organizational resilience.
KW - COVID-19
KW - Digital resources
KW - Exogenous shock
KW - Organizational resilience
KW - Virtual teaching
KW - COVID-19
KW - Digital resources
KW - Exogenous shock
KW - Organizational resilience
KW - Virtual teaching
U2 - 10.1016/j.ijinfomgt.2023.102687
DO - 10.1016/j.ijinfomgt.2023.102687
M3 - Journal article
AN - SCOPUS:85165972202
SN - 0268-4012
VL - 73
JO - International Journal of Information Management
JF - International Journal of Information Management
M1 - 102687
ER -