Journal of Resilient Economies (ISSN: 2653-1917) https://journals.jcu.edu.au/jre <p>What does it take to build a resilient economy? From natural disasters to pandemics, economies and the associated businesses, industries, occupations, and communities can be vulnerable to a range of external risks. The Journal of Resilient Economies (JRE), is a Platinum Open Access journal, with a multidisciplinary focus to further advance the important concept of resilience. JRE does not charge either the readers or the authors. This ensures all accepted articles will be immediately and permanently available to readers free of charge.</p> <p><strong>Who funds this Journal?</strong></p> <p>Publication infrastructure and maintenance of JRE is fully supported by <a href="https://libguides.jcu.edu.au/openaccess/OJS">James Cook University Open Journal Systems (OJS)</a>, driven by the belief that knowledge has the power to change lives, and that research outputs should be freely accessible online, without barriers.</p> <p>JRE aims to make the academic research available:</p> <ul> <li>online</li> <li>immediately</li> <li>without charge</li> <li>free from most copyright or licensing restrictions</li> </ul> <p>Read the complete version of JCU Open Access Policy and related documents <a href="https://libguides.jcu.edu.au/openaccess/open-access-policy">here</a>.</p> James Cook University en-US Journal of Resilient Economies (ISSN: 2653-1917) 2653-1917 <ol> <li><strong><em>Creative Commons Attribution (CC BY)</em></strong>: lets others distribute and copy the article, to create extracts, abstracts, and other revised versions, adaptations or derivative works of or from an article (such as a translation), to include in a collective work (such as an anthology), to text or data mine the article, even for commercial purposes, as long as they credit the author(s), do not represent the author as endorsing their adaptation of the article, and do not modify the article in such a way as to damage the author's honour or reputation.</li> <li><strong><em>Creative Commons Attribution-NonCommercial-NoDerivs (CC BY-NC-ND)</em></strong>: for non-commercial purposes, lets others distribute and copy the article, and to include in a collective work (such as an anthology), as long as they credit the author(s) and provide they do not alter or modify the article.</li> </ol> Editorial- The Resilience Shift https://journals.jcu.edu.au/jre/article/view/3869 <p>Economic resilience is operative in three levels of macro (governments), meso (market mechanisms) and micro (individual agents/ businesses) (Chaiechi, 2022). Economic resilience can be achieved through either or both inherent and adaptive strategies. Inherent resilience is an ordinary ability to manage a crisis, and it is routinely provided through resource allocation. Adaptive resilience is generally the system's ability to maintain functionality after being shocked that is achievable on the basis of extra effort. Due to large degrees of interdependencies between economic sectors, adaptive resilience in one sector can be significantly affected by changes in adaptive capacities in another. Therefore, efforts to build economic resilience cannot be implemented only by governments and at the macro level.</p> Taha Chaiechi Copyright (c) 2021 Taha Chaiechi https://creativecommons.org/licenses/by-nd/4.0 2021-12-30 2021-12-30 1 2 1 3 10.25120/jre.1.2.2021.3869 Role of Spiritual Leadership as a Catalyst in Building Resilient Organizations https://journals.jcu.edu.au/jre/article/view/3863 <p>Organisations today need to be resilient in order to thrive in an environment of constant disruption and uncertainty. A spiritually-based leadership can provide the building blocks for creating resilient organisations. The study elaborates on spiritual leadership and provides a tool kit for organisations to build resilience in their organisations by leveraging spiritual leadership. The study traces the evolution of leadership from the historic Great Man Theory to contemporary theories like Servant Leadership and Spiritual Leadership, putting into context the current organisational realities .The data for the study was collected through surveys involving 386 respondents across 25 organisations based in the cities of Mumbai and Pune, India.This data was collected over approximately one year .The data was analysed using SPSS and various statistical methods. Hypothesis drawn were tested using Carl Pearson's Coefficient of Correlation, One way Annova, Independent Sample t test. The data collected from surveys also underwent Thematic Analysis using Braun and Clark's (2006) methodology to build Four themes which were used to propose a resilience framework .</p> Mansi Kapoor Copyright (c) 2021 Mansi Kapoor https://creativecommons.org/licenses/by-nd/4.0 2021-12-30 2021-12-30 1 2 4 18 10.25120/jre.1.2.2021.3863 The Interplay of Organisational Resilience and Organisational Culture https://journals.jcu.edu.au/jre/article/view/3870 <p>The literature on organisational resilience (OrgRes) evidences that this phenomenon has experienced increasing attention in recent years. Studies show that understanding of organisations as complex socio-technical systems is important to understanding OrgRes. Often, these studies focus on micro- and macro-perspectives that address individuals as actors in systems. Or they address organisational factors that can be improved (for example, employee training, risk management policies, and operational processes) in order to anticipate and respond to various events. Some of these studies suggest the need for a more holistic perspective that includes formal and informal approaches. Building on these insights, here it is argued that understanding and attention to ‘organisation culture’ provides a lens by which organisations can better prepare for future challenges, especially where contexts of high uncertainty and volatility may prevail. Using the metaphor of an iceberg for organisational culture (OrgCulture), cultivation of resilience within organisations, allows for the embedding of a resilience-based approach into the fabric of organisations, such that it permeates organisational values and principles and informs policies and practices. Such conceptualisation of OrgRes, will enable establishing of deep internal ideologies that effect enduring ‘ways of thinking and doing’ that better prepare organisations for the future.</p> Josephine Pryce Copyright (c) 2021 Josephine Pryce https://creativecommons.org/licenses/by-nd/4.0 2021-12-30 2021-12-30 1 2 19 24 10.25120/jre.1.2.2021.3870