ABSTRACT
The business world is constantly changing, and industries are undoubtedly thriving in a volatile, unpredictable, complex, and ambiguous (VUCA) environment. In 2020 alone, the world has changed dramatically, and the problems that businesses face are ever-changing.
With this, the study was conducted to assess the impact of risk-based approaches namely: risk identification, risk analysis, risk response, risk control, and risk monitoring on the level of manifestation of organizational resilience in terms of leadership and culture, network, and relationships and change-readiness.
The responses were gathered through an online survey administered to all employees of DTI IV-A from the Regional and Provincial Offices and were analyzed using mean and linear regression analysis. Based on the general assessments, the level of implementation on risk-based approaches was interpreted as Implemented to Fully Implemented while the level of manifestation of organizational resilience were interpreted as Manifested. The results also showed that there was a significant relationship between the implementation of risk-based approaches and the manifestation of organizational resilience. Moreover, it proved that risk-based approaches singly and in combination significantly impact organizational resilience of DTI IV-A which implied that the higher the level of the risk-based approaches implementation, the higher the manifestation of organizational resilience and vice versa.
These results then suggested that DTI IV-A needed to strengthen risk-based management practices or approaches to sustain organizational resilience by promoting collaboration and engagement between the management, employees, and key stakeholders. On this basis, an action plan that outlined the actions needed to achieve those objectives was crafted.
Keywords: risk; resilience; risk-based; organizational resilience
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