Becoming a resilient organisation: integrating people and practice in infrastructure services

Crick, R; Bentley, J

Becoming a resilient organisation: integrating people and practice in infrastructure services

Crick, R Bentley, J

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Publisher:: Taylor and Francis
Publication Type:: Journal Article
Citation:: International Journal of Sustainable Engineering, 2020, 13, (6), pp. 423-440
Issue Date:: 2020-01-01

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Field	Value	Language
dc.contributor.author	Crick, R
dc.contributor.author	Bentley, J
dc.date.accessioned	2021-02-09T09:16:05Z
dc.date.available	2021-02-09T09:16:05Z
dc.date.issued	2020-01-01
dc.identifier.citation	International Journal of Sustainable Engineering, 2020, 13, (6), pp. 423-440
dc.identifier.issn	1939-7038
dc.identifier.issn	1939-7046
dc.identifier.uri	http://hdl.handle.net/10453/145993
dc.description.abstract	© 2020 Informa UK Limited, trading as Taylor & Francis Group. A systemic and integral approach to ‘organisational resilience’ is important if infrastructure providers are going to advance business strategies which contribute to the sustainable development of their regions. What is required is an understanding of resilience which links the development of people as learning agents with sustainable professional practices at all levels of an organisation, including its external partners, its customers and its community. This can then drive business transformation which empowers both a sustainability and a commercial value creation logic. This paper contributes to type resilience discussion by exploring the conceptual space between the notion of learning for resilient agency and the technical resilience required for sustainability in infrastructure services. We do this through a case-study of a water utility in New South Wales, Australia, which has constructed an integral model of resilience as a ‘working theory of change’. Particular attention is paid to the interface between the human systems and the technical systems as a critical ‘missing link’ in the resilience discourse.
dc.language	en
dc.publisher	Taylor and Francis
dc.relation.ispartof	International Journal of Sustainable Engineering
dc.relation.isbasedon	10.1080/19397038.2020.1750738
dc.rights	info:eu-repo/semantics/restrictedAccess
dc.subject	09 Engineering, 12 Built Environment and Design, 15 Commerce, Management, Tourism and Services
dc.title	Becoming a resilient organisation: integrating people and practice in infrastructure services
dc.type	Journal Article
utslib.citation.volume	13
utslib.for	09 Engineering
utslib.for	12 Built Environment and Design
utslib.for	15 Commerce, Management, Tourism and Services
pubs.organisational-group	/University of Technology Sydney/DVC (Teaching and Learning)
pubs.organisational-group	/University of Technology Sydney/Strength - ISF - Institute for Sustainable Futures
pubs.organisational-group	/University of Technology Sydney/DVC (Teaching and Learning)/Connected Intelligence Centre
pubs.organisational-group	/University of Technology Sydney
utslib.copyright.status	closed_access	*
pubs.consider-herdc	true
dc.date.updated	2021-02-09T09:15:58Z
pubs.issue	6
pubs.publication-status	Published
pubs.volume	13
utslib.citation.issue	6

Abstract:

© 2020 Informa UK Limited, trading as Taylor & Francis Group. A systemic and integral approach to ‘organisational resilience’ is important if infrastructure providers are going to advance business strategies which contribute to the sustainable development of their regions. What is required is an understanding of resilience which links the development of people as learning agents with sustainable professional practices at all levels of an organisation, including its external partners, its customers and its community. This can then drive business transformation which empowers both a sustainability and a commercial value creation logic. This paper contributes to type resilience discussion by exploring the conceptual space between the notion of learning for resilient agency and the technical resilience required for sustainability in infrastructure services. We do this through a case-study of a water utility in New South Wales, Australia, which has constructed an integral model of resilience as a ‘working theory of change’. Particular attention is paid to the interface between the human systems and the technical systems as a critical ‘missing link’ in the resilience discourse.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/145993