Organizational Resilience and Corporate Performance of Deposit Money Bank in Port Harcourt, Nigeria

A.O. Oparanma; Elezie Patricia Ulunma

doi:10.46281/ijbmf.v3i2.357

A.O. Oparanma Department of Management, Faculty of Management Sciences, Rivers State University Oroworukwo, PMB 5080, Port Harcourt, Nigeria
Elezie Patricia Ulunma Department of Management, Faculty of Management Sciences, Rivers State University Oroworukwo, PMB 5080, Port Harcourt, Nigeria

DOI: https://doi.org/10.46281/ijbmf.v3i2.357

Keywords: Organizational Resilience, Corporate Performance, Deposit Money Bank, Adaptive Capability, Organizational Learning.

Abstract

This study examined the relationship between organizational resilience and corporate performance of deposit money banks in Port Harcourt. The general purpose was to examine the effect of organizational resilience on corporate performance of deposit money banks while the specific objectives are to examine the effect of organizational learning and adaptive capabilities on corporate performance. Twenty-one deposit money banks operating in Port Harcourt. Sixty three sample representatives were selected from the deposit money. Organizational resilience measures are organizational learning and adaptive capabilities while corporate performance measures are profitability, market share and employee satisfaction. Primary data were sourced through questionnaires and administered to managers at the regional office of the deposit money banks. Descriptive statistics and Spearman rank correlation coefficient with the aid of Statistical Packages for Social Science were used as data analyses techniques. Findings reveal a correlation coefficient of 81.4 percent and probability of 0.0000 between organizational learning and corporate performance. 89.4 percent and probability of 0.0000 between adaptive capabilities and corporate performance. The finding indicates that organizational resilience has positive and significant relationship with corporate performance of the deposit money banks. It therefore recommends that techniques and strategic measures should be devise to enhance organizational resilience among the deposit money banks in Port Harcourt.

References

Chen, C., & Jaw, Y. (2009). Building global dynamic capabilities through innovation: A case study of Taiwan’s cultural organizations. Journal of engineering & technology management, 26(4), 247-263.

Ellinger, A.D, (2002). The Relationship Between the Learning Organization Concept and Firms’ Financial Performance: An Empirical Assessment (and Invited Reaction), Human Resource Development Quarterly, 13(1),5-29.

Helfat, C.E, (2007). The dynamic resource-based view: capability lifecycle. Clubs Impacted by Natural Disasters. Journal of Sports Management, 27, 510-525.

Kantur, D. and İşeri, S, (2012).Organizational Resilience: Conceptual Integrative Framework.Journal of Management and Organization, 18, (6), 762 - 773.

Lengnick-Hall, C. A, (2011).Beyond bouncing back: the concept of organizational resilience”. Presented at the Academy of Management Organization and Management Theory Division Seattle, Washington August 1-6.

Lengnick-Hall, C.A., Beck, T.E. and Lengnick-Hall, M.L. (2011).Developing a capacity for organizational resilience through strategic human resources management.Human Resource Management Review, 21, 243-255.

Li, D.-y., & Liu, J. (2014). Dynamic capabilities, environmental dynamism, and competitive advantage.Applied Sciences, Engineering, And Technology 6 (23),182-205.

Marcus, A. A., & Anderson, M. H. (2006). A general dynamic capability: Does it propagate business and social competencies in the retail food industry? Journal of Management Studies 43(1),19-46.

Morgan, N. A., Vorhies, D. W., & Mason, C. H. (2009). Market orientation, marketing capabilities, and firm performance. Strategic management journal, 30(8), 909— 920.

Pal, R., (2014). Antecedents of organizational resilience in economic crises-an empirical study of Swedish textile and clothing SMEs. Int. J. Production Economics, 147, 410-428.

Teece, D.J. (2010). Explicating dynamic capabilities: the nature and micro foundations of sustainable enterprise performance. Strategic Management Journal 28(13), 1319-1350.

Teixeira, E.O. and Werther Jr., W.B. (2013).Resilience: Continuous renewal of competitive advantages.Business Horizons, 56, 333-342.

Tierney, K. (2003).Conceptualizing and measuring organizational and community resilience: lessons from the emergency response following the September 11, 2001 attack on the World Trade Center. Paper presented at the Third

Umoh, G., & Amah, E., (2013). Knowledge management and organizational resilience in Nigerian manufacturing organizations. Journal of Developing Country Studies, 3(9), 104-120.

Umoh,G. I, (2013). Management development and organizational resilience. A Case study of some selected manufacturing firms in Rivers State Nigeria. IOSR Journal of Business and Management,16(2),07-16.

Voss, J.P, (2005). Reflexive governance: a view on the emerging path. In Voss, J.P., Bauknecht, D. & Kemp, R. (eds.) Reflexive Governance for Sustainable Development. Edward Elgar: Cheltenham. 38(4), 628-652.

Wang, E., Klein, G., & Jiang, J. J. (2007). IT support in manufacturing firms for a knowledge.Strategic Management Journal, 24, (10), 997-1010.

Wicker, P., Filo, K. and Cuskelly, G. (2013).Organizational Resilience of Community sports.

Wu, L.-Y. (2012). Applicability of the resource-based and dynamic capability views under environmental volatility. Journal of Business Research, 63(1), 27-31.

Zahra, S.A, (2006). Entrepreneurship and dynamic capabilities: a review, model and research agenda.Journal of Management Studies 43(4),917-955.

Zhang, M. J. (2007). Is support for top managers’ dynamic capabilities, environmental dynamism, and firm performance: An empirical investigation. Journal Of Business and Management, 13(1), 57—77