The Measuring Organisational Resilience of Companies Listed on the Warsaw Stock Exchange. Empirical Consideration
The Measuring Organisational Resilience of Companies Listed on the Warsaw Stock Exchange. Empirical Consideration

Summary/Abstract: Theoretical background: The literature review seeks that dynamic changes in the environment demand the implementation of resilience management, assessment, and measurement methods. This creates several management challenges. The ongoing debate over the most precise definition of organisational resilience (OR), coupled with the absence of a universally accepted standard for measuring and assessing OR, undoubtedly hinders its effective adoption and application within organisations. The present research addresses the need to juxtapose the existing body of knowledge with the realities of business practice and to assess decision-makers' awareness of the importance of OR measurement. Purpose of the article: The purpose of this paper is to identify the key factors that differentiate companies listed on the Warsaw Stock Exchange in terms of the scale initiatives of OR measurement. The central focus is to determine whether factors such as company size, sector affiliation, stock exchange index membership, or access to financial resources influence managers' awareness of the role of OR measurement, which is consequently reflected, inter alia, in the regularity of measurement initiatives undertaken within companies. Research methods: Based on the analysis and synthesis of the relevant literature, a survey was conducted to compare theoretical findings with the realities of economic practice. The research was based on the surveying technique CAWI. The questionnaire survey was conducted in the first half of 2024 targeting managers of companies listed in the Warsaw Stock Exchange. A five-point Likert scale was used in the questionnaire to assess attitudes and initiatives related to the measurement and evaluation of companies' OR. Main findings: The theoretical concept of OR measurement was compared to the actual management practices. The findings indicate that, although managers recognise the importance of OR measurement, this awareness does not always translate into the implementation of specific corrective measures or concrete actions, particularly at the operational level. The employment size criterion used to assess the systematicity and significance of OR measurement initiatives did not confirm the expected relationship that company size differentiates decision-makers' awareness of the importance of such measures. Consequently, these considerations are significant from both theoretical and practical perspectives.

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