This work is an extension of the study presented in IMPROVER D4.3 (Bram, Degerman, Melkunaite, Urth, & Carreira, 2016), including an organisational resilience indicator framework. The overarching theme of D4.3 was that striving for resilience is not only about knowing what organisational abilities to boost, but more about the way in which such abilities are sought. It was also concluded that it may be difficult to integrate resilience into typical indicator follow-up activities. The study of organisational resilience requires a situated approach where work is studied from many perspectives.
In the present report, the indicator framework from D4.3 has been developed further in order to become more accessible and usable for its envisioned end users. This report also describes a work process which could be used to assess organisational resilience, based on framework indicators and other guiding concepts from organisational resilience research. The method includes core resilience concepts, requirements for the analyst, guidance on typical qualitative methods for inquiry and an analytical process with a workflow going from local analytical activities to a joint assessment workshop.
In addition, D4.6 includes an analysis of existing standards with some relation to organisational resilience and how those standards could be used to inform the introduction of organisational resilience analyses in the industry. These results have influenced the iterative development of the indicator framework.
It in concluded that the indicator framework should and needs to be treated as a living document. It is preferable if each organisation makes it their own and updates it regularly.
Furthermore, the pilot study in the Living Lab Barreiro, Portugal show that using a narrative and thus story-telling when having an assessment workshop on organisational resilience is preferable. This further indicates that it is the qualitative discussions and not the quantitative measurements that are most important for building resilient capabilities.