Is There a Relationship of Interdependence Between Resilience, Viability and Competitiveness? Ditron Ltd. Case-Study

Abstract

The present work aims to deepen the concept of resilience in order to better understand, in terms of viability, the determinants of the competitiveness of companies that operate in conditions of uncertainty and change. A systems view and some of the fundamental concepts (FCs) of the Viable Systems Approach (VSA) have been taken into consideration. To evaluate the findings with practical evidences, a case study has been conducted to evaluate resilience in a managerial context and to apply the proposed systems approach. Even though this study considers resilience in a systems way only, using a specific theoretical framework, several practical implications have been derived. They refer to the possibility of analysing resilience in a systems perspective, also as a distinctive feature of the viability (PN.1). In this approach, resilient behaviours can be interpreted as badges of acting viable, because they are provided with a precise meaning linked to the purpose of the person who implements them (PN.2). The determinants that favour resilience represent rather subset of the determinants that pertain to the competitiveness of a viable system company (PN.3). As well, findings show that the competitiveness of a business system is a matter of viability (PN.4).