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Interdisciplinarity involves integrating different themes and concepts from various disciplines to produce new perspectives by combining contents and methodologies and exploring relationships of those unique perspectives in real-world settings. Proponents argue that institutions that seek to enhance their performance, develop innovations, and continue to be relevant in a complex social order need to embrace interdisciplinarity. Consequently, many studies have been conducted to understand interdisciplinarity. The majority of studies focus on the components, barriers, and enhancers, advantages, and disadvantages of interdisciplinarity. Few studies explore how in practice, interdisciplinarity facilitates organizational resilience through leadership. To fill this knowledge gap, this paper argues that the combination of knowledge from disciplines including strategic planning, project management, accounting, and marketing produces new insights that, when applied, lead to organizational resilience. The paper uses a case study method to demonstrate how the synthesis and integration of knowledge from different disciplines facilitated organizational resilience through uncertainty. The paper argues that interdisciplinarity is not an end in itself but rather a lens through which leadership can analyze complex problems and develop innovative solutions, thereby leading to organizational resilience. It is the leadership's practice of interdisciplinarity that facilitates organizational resilience.

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Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

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How interdisciplinarity facilitates organizational resilience: A case study on leadership through uncertainty.

Interdisciplinarity involves integrating different themes and concepts from various disciplines to produce new perspectives by combining contents and methodologies and exploring relationships of those unique perspectives in real-world settings. Proponents argue that institutions that seek to enhance their performance, develop innovations, and continue to be relevant in a complex social order need to embrace interdisciplinarity. Consequently, many studies have been conducted to understand interdisciplinarity. The majority of studies focus on the components, barriers, and enhancers, advantages, and disadvantages of interdisciplinarity. Few studies explore how in practice, interdisciplinarity facilitates organizational resilience through leadership. To fill this knowledge gap, this paper argues that the combination of knowledge from disciplines including strategic planning, project management, accounting, and marketing produces new insights that, when applied, lead to organizational resilience. The paper uses a case study method to demonstrate how the synthesis and integration of knowledge from different disciplines facilitated organizational resilience through uncertainty. The paper argues that interdisciplinarity is not an end in itself but rather a lens through which leadership can analyze complex problems and develop innovative solutions, thereby leading to organizational resilience. It is the leadership's practice of interdisciplinarity that facilitates organizational resilience.

 

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