The aim of this thesis is to map self-harm characteristics of adolescents with personal history of traumatic experience including the purpose and development of self-harm over time. First, in the theoretical section of this paper, the developmental stage of adolescence and its risks for engaging in self-harm is portrayed. Then, the topic of trauma, its diagnostic background and neurobiological impact is described, followed by chapter about self-harming itself, its forms, frequencies, functions, etiology and its association with suicide. By the end of this section the role of adolescent resilience in coping with the impact of trauma and self-harm is discussed. The follow up empirical research project of qualitative nature conducted under Dětské krizové centrum includes a set of case studies that were holistically evaluated for all aspects of self- harm and its development over time. Keywords Adolescence; trauma; child abuse neglect; self-harm; suicide; resilience.

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Organizational Resilience is defined as the ability of an organization to anticipate sudden disruptions, effectively respond, and adapt in a changing environment to deliver its objectives, as well as successfully recover. In order to increase resilience at an organizational level, it is important to understand how individuals collectively contribute to resilience capability of an organization. Emergency Departments (EDs) are considered to be particularly well suited to investigating resilience capability due to their highly unpredictable and complex operating environment. Further, the resilience capability of EDs and their staff is suggested to be essential to successful delivery of safe, high-quality, and timely medical care to all patients in cases of mass disruptive events. The purpose of this research is to develop a model of staff resilience to support the improvement of organizational resilience in EDs in the United States. The study was organized into two phases: Initial Model Development based on a Thematic Analysis of existing conceptual models and Preliminary Model Validation via deductive evaluation of published Empirical Case Studies on ED response to mass casualty events. As a result of the first phase, Initial Model was proposed that consists of five dimensions of resilience: Triggers, Factors Affecting Resilience, Resilience Capability, Characteristics of ED Complexity and Outcomes. The results of the second phase determined that the Initial Model was comprehensive and only minor additions were made. Further, recommendations for improving case studies on ED responses were developed. The results of the study provide a model that demonstrates how ED staff supports the organizational resilience capability of the EDs. This research contributes to the general knowledge base of resilience as a critical organizational capability in EDs when dealing with unexpected disruptions as well as provides guidance for EDs in the United States when seeking to become more resilient.

During the pilot search, we discovered a gap in the literature in regard to the combination of Dynamic Capabilities and Emerging Technologies and the combined effect that both have on creating Supply Chain Resilience. Numerous studies discussed the subject’s individual, or two of the combined, but not all three together. This was the base for the purpose of the study of how emerging technologies will affect the dynamic capabilities of sensing, and from those effects, create supply chain resilience. A systematic content analysis was utilized using the existing literature of the three subjects. Based on the first scan of the literature, a conceptual framework was created, which was the foundation moving forward.  The findings indicate that the implementation of Emerging Technologies into the sensing process will permit an enhanced set of tools for gathering and sharing data and information both internally and externally, while offering increased visibility, traceability and transparency throughout the supply chain, improving sensing capabilities. Due to potentially higher degree of accountability and openness, this could result in a more collaborative nature built on trust and interlinked cooperation. With higher degrees of trust and interconnection between supply chain partners, a decentralized, collective problem-solving system/approach could be applied, where the interests of all involved parties are considered.

Resilience har över tid fått ökad uppmärksamhet då det i dagens samhälle är avgörande attkunna hantera tillfälliga störningar till följd av oväntade världshändelser. Studien syftar till attundersöka hur företag i praktiken definierar resilience samt vilka förutsättningar de har för attskapa resilience i sin verksamhet. Genom att göra en jämförelse av två företag som driverolika verksamheter, ett handelsföretag och ett industriföretag, ämnar studien att ökaförståelsen för hur företagets förutsättningar att hantera störningar skiljer sig åt. För attbesvara studiens frågeställning jämförs H&M:s och Volvos definition och förhållningssätt tillresilience samt hur de förberett sig och hanterat de störningar som haft påverkan på derasverksamheter under 2022. Studiens teoretiska referensram tar avstamp i forskningpresenterad av Buyl et al., (2022), Denyer (2017), Duchek (2019) samt Madani & Parast(2021) som betraktar resilience som en process. Därtill kompletteras den teoretiskareferensramen av forskning om organisatoriska egenskaper som påverkar resilience sompresenteras av Burnard et al. (2018). Det empiriska underlaget har samlats in via en kvalitativmetod (en dokumentstudie) och består av årsredovisningar och kvartalsrapporter somkompletteras av artiklar publicerade i Dagens industri. Studiens slutsats är att det undersöktaindustriföretaget har större utmaningar att skapa organisatorisk resilience än det undersöktahandelsföretaget. Detta då Volvo varit mer begränsat av störningar som inträffat och tvingatsanpassa sin verksamhet därefter medan H&M har kunnat agera med en större handlingsfrihetoch därtill infört åtgärder som på lång sikt kan förväntas bidra till företagets framgång.

Regenerative agriculture, a soil health focused alternative to conventional agriculture, has been increasingly popular among producers and consumers for its ability to produce nourishing food while also prioritizing the health of the environment. The practices used within this style of farming and ranching also have benefits that make operations more resilient to various agricultural hazards. Few studies have addressed the role of resiliency in the transition process to regenerative agriculture. The purpose of this study was to explore the role of disaster resilience in the decision-making process farmers and ranchers use as they transition to regenerative agricultural practices. Drawing from qualitative, semi-structured interviews with Texas ranchers that use regenerative methods, four major themes were found. First, climate related hazards are a recurring issue because agricultural operations are continually threatened by the same hazards. Next, the food system is in dire need of change, as producers recognize a major problem in the food system, and it is leading to a food insecure future. Also prevalent, disaster resilience is a built-in benefit because regenerative practices result in the creation of systems that build resilience. Finally, learning opportunities are expanding as an increased interest in regenerative agriculture is providing more opportunities for both producer and consumer. The implications of this study highlight new opportunities to bridge the gap between emergency management and agriculture, specifically focusing on the resilience capabilities of using regenerative methods.

Emergency management coordination in the United States has fallen victim to over a century of strategies to organize, reorganize, consolidate, or decentralize disaster preparedness, planning and response. Regardless of the agency in charge at the federal level, individual citizens have been responsible for their own well-being immediately after any disaster or emergency event for more than 100 years because it takes time to mobilize and deliver aid. The system most often charged with managing that mobilization during an emergency event that exceeds the response capacity of local public safety agencies is the state emergency management network. Many entities in a state emergency management network have different responsibilities during disaster states vs. non-disaster states. Regardless of their role and function, entities need to be able to exchange resources and information with each other, often under time, economic, or other constraints during disasters. This resource exchange generates trust, an essential element of a resilient network. Resilient networks suffer fewer negative impacts from disaster related loss and are more likely to retain collective capacity to respond and help communities recover. The purpose of this study is to explore the ability of individual and state level attributes to explain variability in perception of network resilience. One-hundred fifty one state emergency management agency employees were surveyed regarding their perception of 5 constructs of network resilience (rapidity, redundancy, relationships, resourcefulness, and robustness) and individual level attributes. State level indicators from FEMA, NEMA, American Human Development Index, and Social Vulnerability Index were also analyzed. Overall, it was found that the individual attribute of perception of network integrity had the most influence on perception of network resilience, followed by perception of community resilience and state level attributes including disaster experience, state well-being, and number of full time state emergency management agency employees. These findings can improve network resilience by informing state emergency management network development activity. Networks that increase member opportunities to develop relationships of resource and information exchange will increase their resilience. That increased network resilience impacts community resilience because, as Winston Churchill's wise words during World War II reconstruction advise, "We shape our communities and then they shape us".

Organizational resilience is one of the key capabilities of an organization to survive in a volatile, uncertain, complex, and ambiguous (VUCA) market environment and also to maintain their competitive advantage by adopting external environmental factors. Investigating the role of strategic human resource management methods in creating resilient organizational behavior was the purpose of this study. Further, mediating and moderating role of employee resilience and self-efficacy on the relationship between Strategic Human Resource Management and organizational resilience were also investigated. Training, compensation, performance appraisal, staffing and participation are the dimensions which were selected under the independent variable of Strategic Human Resource Management practices after reviewing the literature. The dimensions of robustness, agility and integrity were selected under the dependent variable of organizational resilience. Two conceptual frameworks were tested after deriving five hypotheses and this study wasdesigned based on a deductive approach. Accordingly, data was collected by using quantitative methods and the employees of Public Limited Company banks in Sri Lanka were selected as the populations of the study. A total of 180 questionnaires were obtained from the sample and the data were analyzed using IBM SPSS 23. In summary, the results of this study showed that Strategic Human Resource Management has a positive relationship with organizational and employee resilience and also employee resilience has a positive relationship with organizational resilience. Further, as per the findings, employee resilience mediates the relationship between Strategic Human Resource Management and organizational resilience and however, self-efficacy does not play a moderating role in this relationship. The findings of this study was more related to the previous literature except the moderating role of self-efficacy. Therefore, findings of this study proves that Strategic Human Resource Management practices are essential to develop employee and organizational resilience. This highlights the importance of linking company corporate strategy with Human Resource Management strategy on a continuous basis as this would lead the company to survive and thrive in a turbulent environment and gain competitive advantage by turning uncertain challenges into opportunities.

Motivation In the upcoming decades, traditional firms will transition to becoming a more regenerative version, with a socio-ecological purpose at the core of the firm. In this transition phase, regenerative firms, with a focus on impact maximisation of the socio-ecological purpose and traditional firms, with a focus rather on profit maximisation, need to coexist and be resilient somehow. While in the coming decades the number of regenerative firms will grow, it is important to understand how these regenerative firms can enable organisational resilience. Yet, prior research neglects how especially inter-organisational collaboration could enhance the organisational resilience of regenerative firms. Therefore, the context of this study is within the consumer goods industry in the Netherlands and the United Kingdom, focusing on regenerative firms. Purpose This study aims to shed light on how inter-organisational collaboration can strengthen the organisational resilience of regenerative firms. The first part of the research will mostly address the question how regenerative firms can strengthen organisational resilience with a focus on the capabilities needed. In addition, the study will demonstrate how regenerative firms approach and use inter-organisational collaboration. Methodology The study, with a qualitative approach, used a multi-case study design. Various people were interviewed, such as CEOs, founders, quality managers, consultants, impact officers, following a semi-structured interview design. For transcription purposes, the interviews were audio-recorded and the results from the interviews were labelled, following an open coding process. The results, with matching open codes, were then connected back to the theoretical framework. Results The results of this study indicated how inter-organisational collaboration is used to strengthen the organisational resilience of regenerative firms. Contradicting prior research about traditional firms, regenerative firms do not fear competition, yet these firms rather achieve system resilience by being resilient as a collective. Regenerative firms realise this by being transparent, absorbing and sharing knowledge to achieve success for the system they are embedded in. Sharing knowledge in a transparent manner and aiming for reciprocity among inter-organisational collaboration actors contributes positively to their system resilience. Thus, inter-organisational collaboration is a powerful tool for regenerative firms to enhance this system resilience and consequently maximising the impact of their collective socio-ecological purpose.

Pharmaceutical supply chains are susceptible to disruptions which impact on the operational and financial performance of firms as well as patient safety. This study aimed to explore why the Pharmaceutical Supply Chain (PSC) in the UK is susceptible to the impact of dynamic disruptions and examine how resilience strategies have were employed to reduce the effects of these disruptions. The Complex Adaptive System (CAS) theory was used as a framework in an exploratory research design using mixed-methods. The qualitative data were gathered through 23 semi-structured interviews with key supply chain actors across the PSC in the UK to explore their experiences. The findings from these semi-structured interviews were used to develop a survey which was distributed to a broader spectrum of supply chain actors where the final sample from the survey was (n=106). The data were triangulated to discuss the research findings. The initial results revealed power, conflict and complexities as drivers of vulnerabilities in the PSC. Antecedents for building resilience strategies included visibility, flexibility and joint decision making as recovery strategies and resource sharing as the resistance strategy. CAS provided a systemic approach to understanding PSC resilience rather than in parts. In doing so, it took into consideration the various elements that make up the entire system. Thus, vulnerabilities and resilience strategies were outcomes of the interactions between supply chain actors. The findings demonstrated that CAS, as a theory, provided a framework that was beneficial in exploring and gaining insights into PSC resilience. Also, by combining the two datasets (interviews and survey), an original output was proposed -the Pharmaceutical Supply Chain Resilience Framework (PSCRF)- which was used to recommend resilience strategies suitable for mitigating disruptions in the PSC.