Organizational resilience (OR) increases when the company has the ability to anticipate, plan, make decisions, and react quickly to changes and disruptions. Thus the company should focus on the creation and implementation of proactive and innovative solutions. Proactive processing of information requires modern technological solutions and new techniques used. The main focus of this study is to propose the best technique of Machine Learning (ML) in the context of accuracy for predicting the attributes of the organizational resilience potential. Based on the calculations, the research includes estimating them through the applications of regression and machine learning methods. The dataset is obtained from the results of the our survey based on the questionnaire consisting of 48 items mainly established on OR attributes formed on ISO 22316:2017 standard. Based on the outcomes of the study, it can be stated that the optimal technique in the context of accuracy for predicting the attributes of the organizational resilience potential is ensemble methods. The k-nearest neighbor (KNN) filtering-based data pre-processing technique for stacked ensemble classifier is used. The stacking is achieved with three base classifiers namely Random Forest (RF), Naive Bayes (NB), and Support Vector Machine (SVM). The chosen ensemble method should be implemented in an organization systemically according to the circle of innovation, and should support the quality of managerial decision-making process by increasing the accuracy of organizational resilience potential prediction, and indication of the importance of attributes and factors affecting the potential for organizational resilience.

The purpose of the research paper was to develop a universal residual risk assessment tool based on the use of risk control measures related to Covid-19 in order to determine the state of organizational resilience of individual industries or organizations. The article proposes and analyzes a pandemic residual risk assessment tool, which is a simple and universal source for residual risk estimation based on a five-step consequence/probability matrix, a five-step hierarchy of risk controls, and a general formula for calculating residual risk. The methodology of the survey is based on a questionnaire with 16 questions used for the initial validation of the residual risk scale, of which six related to the potential of organizational resilience. The pilot survey was conducted in 66 enterprises in Poland. On the basis of the survey, four measures related to the use of control measures against threats after the outbreak of the Covid-19 pandemic have been proposed. These are personal protective equipment (PPE) controls, administrative controls, engineering controls, and substitution controls. Using the survey results, we estimated averages of the response results, and, on their basis, we estimated the residual risks for individual types of enterprises according to the type of business and its size. Based on the calculations, a strong correlation was found between the potential of organizational resilience and the individual use of control measures. Therefore, the main finding of the survey proves that effective risk management builds organizational resilience in enterprises. The practical implications of the study allow the management staff to find out what aspects related to the use of control measures need to be paid attention to in order to minimize residual risk.

The aim of this study is to develop a conceptual model for the better coordination of recovery management systems to improve organizational performance in light of the new challenges of the COVID-19 pandemic. The author provides a revision of “the corporate recovery prism” model by presenting an extended standard-based concept of the integration of the corporate recovery management systems. It offers, among others, two new dimensions which result in a “pentagonal pyramid”. They emphasize the type of events in the individual elements of the concept and highlight the basis of the concept on standardization. The concept has been designed in order to develop the planning, preparation, and response to incidents from an event up to a crisis and, ultimately, to improve the company’s ability to thrive and prosper in an uncertain environment. For the initial validation of the concept, empirical research was conducted in Polish enterprises. The methodology of the survey is based on a questionnaire of the best practices in addressing the COVID-19 crisis in organizations. It is used for checking the relationships between organizational performance and a triad of the concept elements, such as organizational resilience (OR), crisis management (CM), and business continuity management (BCM). Using the survey results, a strong correlation was found between the triad and the performance. Therefore, the main finding of the survey shows that elements of the concept build better performance and sustainability in enterprises during a pandemic.

Operational risk management (ORM) is crucial for every aviation organization. The assessment of operational risk (OR) is a critical area of study, as organizations must continuously evaluate and mitigate potential risks to maintain high levels of performance and safety. The motivation for writing this paper was to address the cognitive gap identified through literature analysis. The aim of this paper is to assess the effectiveness of operational residual risk assessment in general aviation (GA) organizations, with a specific focus on its role within the decision-making process to enhance flight safety in line with sustainability. By addressing a cognitive gap identified in the literature, this study seeks to determine whether current risk management practices adequately assess and mitigate residual risks, especially in organizations where operational risk is inherently high. Based on a literature review, the authors present adopted concepts of ORM and OR. The survey methodology involved a questionnaire on OR assessment, consisting of 32 questions completed by respondents twice—before and after 63 series of flights. The survey was carried out across two groups with significantly varying levels of flying experience (students and instructor pilots), with a particular focus on the influence of human factors. The conclusions are based on a comparative analysis of the difference in the results obtained after and before the series of flights in both surveyed groups. The survey was conducted in three selected general aviation organizations in Poland using nonprobability convenience sampling. The results demonstrate an overall significant underestimation of OR in both student and instructor groups. Therefore, it can be concluded that operational risk assessment in the selected organizations was not sufficiently effective. Additionally, it was shown that staff experience affected the effectiveness of OR assessment. Moreover, this study identified specific aspects of operational risk that were most underestimated. By addressing the cognitive gap, this study enhances both the theoretical and practical understanding of residual risk management, particularly in relation to safety and efficient resource use in aviation. It also offers the Operational Residual Risk Underestimation Index (ORRUI) as an actionable parameter developed to quantify and standardize the level of underestimation of operational residual risks in civil aviation.

The COVID-19 pandemic drew the attention of all industries and organizations to the importance of comprehensive preparation for various types of crises and disruptions. Without proper risk management for crisis situations, it is impossible to talk about organizational resilience, maintaining organizational continuity, or ensuring the company’s ability to protect workers’ lives and health in a crisis. While the COVID-19 pandemic is rapidly reshaping the work environment, significant challenges related to risk management are emerging. The purpose of this research paper is to examine the impact of a pandemic on the risk perception in an organization by managers of all three levels (strategic, operational, and line level) and to examine the impact of broadly understood risk management on organizational performance. For the examination of operational risk perception, empirical research was conducted in Polish enterprises. The methodology of the survey is based on a questionnaire of operational risk and risk management perception in a post-COVID-19 work environment. According to the survey results, risk management was generally perceived better than the level of operational risk, compared to the period before the pandemic. Therefore, a substantial improvement in risk management during the crisis allowed the surveyed organizations to cope with the pandemic, and even slightly enhance their performance. Organizations have been able to achieve their goals mainly by slightly reducing risk appetite and lowering the tolerable risk level threshold. Even so, organizations have improved their ability to adapt and seize opportunities.

The coronavirus pandemic crisis highlighted the critical importance of comprehensive safety management for all organizations. Safety management literature delineates two approaches to achieving safety, characterized as safety management through centralized control, known as the safety management system (SMS), and safety management through guided adaptability, known as organizational resilience (OR). Each of these approaches plays a pivotal role in establishing and maintaining the safety and sustainability of an organization. This paper aimed to compare the maturity of SMS with the maturity of OR, identifying the relationship between aspects of SMS and OR in the context of the crisis of the pandemic. Based on a literature review, the author presents adopted concepts of SMS and OR, as well as a customized maturity model for both. The survey methodology involved two questionnaires on SMS and OR, consisting of 26 and 18 questions, respectively. The survey was conducted in three approved training organizations (ATOs) in the Greater Poland voivodeship. When comparing key aspects of both approaches to safety management (SMS vs. OR), significant differences in ratings were observed. Additionally, a moderate correlation was found between aspects of SMS and OR. This discrepancy was reflected in the maturity models. According to the survey results, SMS achieved the fourth level of maturity, labeled proactive safety management, while OR attained the third level of maturity, termed a fairly agile organization. Furthermore, the results showed that while the guided adaptability approach is more difficult to achieve in an organization, the centralized control approach is insufficient. Therefore, both components are necessary to ensure the comprehensive safety of the organization.