Citation

Hemond Y, Robert B. Int. J. Crit. Infrastruct. 2012; 8(2/3): 95.

Copyright

(Copyright © 2012, Inderscience Publishers)

DOI

10.1504/IJCIS.2012.049030

PMID

unavailable

Abstract

The concept of governmental resilience was introduced by the Hyogo Framework in 2005. It suggested a new approach to protecting critical infrastructures and understanding their interdependencies. In a resilience process, it becomes necessary to evaluate and measure the state of resilience; the state, in turn, will indicate the strengths and weaknesses on which the organisation can act. The methodology to evaluate the state of resilience is based on three important concepts: what to anticipate, plan, and maintain. Two intertwined elements are implied: knowledge and adaptation. Knowledge is the key for a better state of resilience and is provided by the developed methodology. Adaptation gives meaning to resilience in terms of time. In fact, an organisation must be able to adapt its internal environment to cope with the external environment which is constantly changing. In this article, we present the methodology to evaluate the state of resilience and its implication for an organisation.

KEYWORDS: governmental resilience; organisational resilience; state of resilience; critical infrastructures; resilience engineering; interdependencies; knowledge adaptation.