This study advances communication-centered resilience theory by examining adaptive capacity of nonprofit networks impacted by Hurricane Harvey in 2017. Data show how formal structures set up conditions for adaptive/informal organizing. This highlights a quandary for disaster planning: improvising emerges from organizations having plans in place. Iterative processes between formal and informal structures expanded capacity, building a foundation for work processes to scaffold from individual to organizational to interorganizational networks. Yet some employees were personally vulnerable, revealing a multilevel dilemma: organizations were resilient even if employees were not. This study also theorizes time as an endogenous mechanism. As workers perceived less urgency, process experts broadened communication across levels, integrating more complex work processes. Resilience differed between organizations that lacked process experts, revealing their critical role across levels. Findings point to a policy-making dilemma: successful resilience processes undermine pressure on policy-makers to mitigate threats that necessitate improving resilience processes to begin with.

中文翻译：

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弹性组织：多层次的沟通框架

本研究通过检验受 2017 年哈维飓风影响的非营利网络的适应能力，推进了以沟通为中心的复原力理论。数据显示了正式结构如何为适应/非正式组织设置条件。这凸显了灾难规划的一个困境：即兴创作来自制定了计划的组织。正式和非正式结构之间的迭代过程扩大了能力，为从个人到组织再到组织间网络的工作流程搭建了基础。然而，一些员工个人很脆弱，揭示了一个多层次的困境：即使员工没有，组织也有弹性。这项研究还将时间理论化为一种内生机制。由于工人认为不那么紧迫，流程专家扩大了跨级别的沟通，整合更复杂的工作流程。缺乏流程专家的组织之间的弹性不同，这揭示了他们在各个层次上的关键作用。调查结果指出了一个决策困境：成功的复原力流程削弱了政策制定者减轻威胁的压力，而这些威胁需要从一开始就改善复原力流程。