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Title: Modelling multilevel interdependencies for resilience in complex organisation
Authors: Tasic, Justyna
Tantri, Fredy
Amir, Sulfikar
Keywords: DRNTU::Social sciences::Sociology
Multilevel Approach
Organisational Level
Issue Date: 2019
Source: Tasic, J., Tantri, F., & Amir, S. (2019). Modelling multilevel interdependencies for resilience in complex organisation. Complexity, 2019, 3946356-. doi:10.1155/2019/3946356
Series/Report no.: Complexity
Abstract: This paper aims to model multilevel interdependencies in complex organisational systems and proposes application for resilience analysis. Most of the existing research studied interdependencies only at the single-level and overlooked their multilevel character. In response to this gap, we propose a multilevel approach to better comprehend the complexity of interdependencies in organisational systems. More specifically, the study focuses on how interdependencies are shaped across multiple organisational levels. To understand the research problem, we use multilevel and social network theories to elaborate the concept at five organisational levels, namely, individual, intraunit, interunit, intraorganisational, and interorganisational. Further, we show the application of multilevel interdependencies into analysis of organisational resilience. To this end, we construct a multiplex model of a real world organisational system that comprises formal and informal relations of different social exchange strength. Using the agent-based simulations of the organisational system, we investigate the relations between organisational interdependencies and organisational performance in normal and disrupted conditions. With the results, we argue that managing multilevel interdependencies is crucial to reduce vulnerability of organisational systems. By introducing the multilevel conceptualisation of interdependencies and presenting their influence on organisational resilience, we hope to pave a path to managing the complexity of interdependencies and strategic resilience enhancement in organisational systems.
ISSN: 1076-2787
DOI: 10.1155/2019/3946356
Rights: © 2019 Justyna Tasic et al. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Fulltext Permission: open
Fulltext Availability: With Fulltext
Appears in Collections:IGS Journal Articles

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