ABSTRACT
Organizations simply cannot afford to overlook disruptions and they cannot afford to ignore the need to organize themselves in ways that allow them to cope with disruptions. Organizations need resilience because the alternative is "absurd", undesirable and potentially disastrous. The quintessential 'make or buy' decision that organizations face with regards to any capability certainly applies to capabilities that offer the means to deal with disruptions. The literature also provides insights into the situational context in which one type of response might be more useful than another. The world is a pretty heterogeneous place when it comes to how organizations make sense of the environment and decide on a suitable response. Literature on resilience at the individual level has emphasized the determinants of what makes some people more resilient than others, as well as the consequences for individuals of being able to 'bounce back' from adversity.
