This paper addresses team-level behavioral science in organizational behavioral research as a key to resilient organizational management under the coronavirus disease 2019 pandemic. In a crisis, team resilience is vital to recover from setbacks. In particular, organizations have no choice but to rely on virtual teams in the current situation, but existing team research focuses on compensating for the virtual teams’ shortcomings, such as the lack of group norms. Meanwhile, this study points out that the lack of mutual monitoring in remote work may lead to creative deviance from group norms and promote organizational innovation. However, the theory of creative deviance in organizations is also problematic in that it does not sufficiently address the gap between the individual and the surrounding environment, which is the fundamental factor of deviance. Therefore, we focused on the gap between individual and group orientations and developed a new research model that considers the requirements (moderators) for recognizing the gap to lead to positive deviance. The theoretical and practical implications of these models are discussed.
The Japanese medical system is considered to be world-class, but Japan’s declining birthrate and aging population are pressuring the medical system to make drastic reforms. In addition to these structural problems, the COVID-19 pandemic that struck in 2020 forced Japanese healthcare organizations to respond to a difficult global emergency involving a high degree of uncertainty. Medical administration is oriented toward relative stability, but it has been forced to make a shift in management amidst a raging (turbulent) storm. I have examined how healthcare organizations, and particularly nursing and care organizations dealing with structural problems, are facing this situation under such tumultuous circumstances.
In this paper, I first present the results of quantitative research and interviews. Next, I propose a framework useful for analyzing the case of medical organizations stated above and providing those organizations with tool for preparing for disasters such as the COVID-19 pandemic.
Resilience in organizations has captured much attention from researchers in recent years. Both organizations and their members have become vulnerable to an increasing number of life-threating events such as natural and man-made disasters; overcoming such events demands resilience in organizations. Against this backdrop, with the importance of resilience in organizations increasing as they face a growing frequency of adverse events, I explore the relationship between organizational resilience and organizational culture. Resilience refers to the ability of an entity (individuals, organizations, and societies) to bounce back from shocks. Organizational resilience is built into organizations over a long period of time; it is hence path-dependent and difficult to replicate. It is also latent and intangible, a result of which is that researchers may only be able to recognize it retrospectively, after an organization has weathered and survived difficulties. Resilience at any level of human aggregation is conceptualized as composed of multiple modes: avoidance, absorption, elasticity, learning, and rejuvenation. Organizational culture may be among the antecedents to organizational resilience as researchers have discussed the role it plays in making organizations sustainable and resilient. I discuss possible relationships between the four types of organizational culture, namely, hierarchy, clan, market, and adhocracy, and the multiple modes of resilience.