Resilience of sustainability- and financially-driven organizations

Abraham Carmeli, Ari Dothan, Roshan Boojihawon

Research output: Contribution to journalArticlepeer-review

6 Citations (Scopus)
168 Downloads (Pure)


To answer key questions concerning how negative and positive financial performance gaps motivate organizations to build more resilient systems, we develop a conceptual process model to reveal the process by which financially- and sustainability-driven organizations can translate these negative and positive financial performance gaps into organizational resilience. We specify the different modes of search behaviors that these organizations pursue when encountering negative and positive financial performance gaps. We then theorize that vicarious search is likely to encourage limiting behaviors whereas internal search is likely to foster promotion behaviors. Finally, we explain how both promoting and limiting behaviors can be helpful in improving organizational resilience. In this way, we hope to advance research that connects and integrates relatively disparate realms and, more specifically, to contribute to the sustainability, resilience, and performance feedback literatures.
Original languageEnglish
JournalBusiness Strategy and the Environment
Publication statusPublished - 30 Jul 2019


  • Performance feedback gap
  • learning
  • resilience
  • search
  • sustainability


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