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Can a Firm Develop a Burnout Resilience Capability?

In: Process Management and Burnout Prevention

Author

Listed:
  • Yevgen Bogodistov

    (Management Center Innsbruck)

  • Jürgen Moormann

    (Frankfurt School of Finance & Management)

Abstract

While in the previous chapter we went down the rabbit hole and became very concrete regarding the application of tools from process management, in this chapter we go back to the organisation’s level and try to show the bigger picture of your burnout prevention activities – development of burnout resistance or even a burnout resilience capability. First, we discuss what an organisational capability is. Second, we talk about how one can measure an organisational capability. Finally, we give some advice concerning capability development. This chapter is designed to help you convince your executive board or those responsible for your organisation’s strategy of your change initiative, as top managers think in abstract terms of organisational capabilities (also called “competencies”) and not in terms of tools, exercises, or local (e.g. team or department) problems.

Suggested Citation

  • Yevgen Bogodistov & Jürgen Moormann, 2024. "Can a Firm Develop a Burnout Resilience Capability?," Springer Books, in: Process Management and Burnout Prevention, chapter 0, pages 273-296, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-56615-8_7
    DOI: 10.1007/978-3-031-56615-8_7
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