Abstract
Measurement is a prerequisite for systematic development. Resilience measurement approaches have been developed for assessment, planning and follow up resilience development. In this chapter I will review several different resilience assessment systems that either measure resilience performance (past incident and the urban system’s reaction in that) or resilience as competence (city’s perceived capability to adapt, recover and benefit of shocks). The methods analyzed are Rockefeller Foundations 100 resilient cities measurement framework, UN Habitat disaster measurement system, New Zeland based method, the system produced by the Strategy Alliance and the method developed in the Global X Network. None of these approaches are ‘good’ or ‘bad’ but they have been developed for a specific purpose, they have different objectives, principles, methods and data used. The analysis framework consisted of five systems theoretical dimensions: structure, interaction, coordination, renewal and resources. The analysis revealed that the approaches can be divided into three clusters; firstly survey based method that collect perceptions, second existing statistical data based methods and third multimethod approaches. One of the main conclusions was that none of these methods paid any or thorough attention on interaction between urban system components. Even if the methods try to assess resilience, the main source of adaptation—interaction dynamics—is not covered. But even if the existing resilience measurement methods have weaknesses, I think that the comparison presented in this chapter provides resilience developers a conceptual framework for assessment criteria for deciding which method they should use.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
http://www.arup.com (Nov 2015)
- 2.
http://www.grosvenor.com (Nov 2015)
- 3.
http://resorgs.org.nz (Nov 2015)
- 4.
http://resorgs.org.nz (Nov 2015)
- 5.
The writer is a member of the GXN.
- 6.
http://www.unisdr.org (Nov 2015)
- 7.
http://www.undp.org (Nov 2015)
- 8.
http://blogs.worldbank.org (Nov 2015)
- 9.
http://www.fao.org (Nov 2015)
- 10.
http://www.undp.org (Nov 2015)
- 11.
United Nations Development Program: Disaster Resilience Measurements, edited by Thomas Winderld, February 2014.
References
Anderson, P. (1999). Complexity theory and organization science. Organization Science 10(3), 216–232.
Anderson, R. A., & McDaniel Jr, R. R. (1999). RN participation in organizational decision making and improvements in resident outcomes. Health care management review, 24(1), 7–16.
Ansoff H. I (1979). Strategic management. London: Macmillan.
Ansoff. H. I. (1984, 1990). Implanting strategic management. Prentice Hall International, New Jersey.
Ilmola. L., & Kuusi O. (2013). Information filters as one of the means of managing strategic fit in a complex environment. Foresight, 15(2), 132–151.
Berger, P. R., & Luckmann, T. (1966). The social construction of reality. New York: Doubleday.
Briguglio, L. (2014). A revised vulnerability and resilience framework. Report commissioned by the Commonwealth Secretariat.
Briguglio, L., Cordina, G., Farrugia, N., & Vella, S. (2009). Economic vulnerability and resilience: Concepts and measurements. Oxford Development Studies, 37(3), 229–247.
Brown, S., & Eisenhardt, K. (1998). Competing on the edge: Strategy as structured chaos. Boston: Harvard Business School Press.
Dalziel, E. P., & McManus, S. T. (2004). Resilience, vulnerability, and adaptive capacity: Implications for system performance the international forum for engineering decision making (IFED). Switzerland Dec 6–8 2004, http://www.ir.canterbury.ac.nz/bitstream/handle/10092/2809/12593870_ResOrgs_IFED_dec04_EDSM.pdf?sequence=1&isAllowed=y
Folke C. (2006). The emergence of a perspective for social-ecological systems analyses. Global Environmental Change, 16, 253–267).
Gunderson, L. H. & Holling, C. S. (2002). Resilience and adaptive cycles. Panarchy: Understanding Transformations in Human and Natural Systems, 25–62.
Henry, D., & Ramirez-Marquez, J. E. (2012). Generic metrics and quantitative approaches for system resilience as a function of time. Reliability Engineering & System Safety, 99, 114–122.
Hodgkinson, G. P. (2003). The interface of cognitive and industrial, work and organizational psychology. Journal of Occupational & Organizational Psychology, 76(1), 1–25.
Hodgkinson, G. P., Bow, N. J., Maule A. J. M, Glaister, K. W, & Pearman A. D. (1999). Breaking the frame; An analysis of strategic cognition and decision making under uncertainty. Strategic Management Journal, 20(10), 977.
Holland, J. (1995). Hidden order: How adaptation builds complexity. Reading MA: Addison-Wesley.
Holling, C. S. (1973). Resilience and stability of ecological systems. Annual Review of Ecology and Systematics, 4, 1–23.
Holling, C. S., Berkes, F., & Folke, C. (1998). Science, sustainability and resource management. Linking Social and Ecological Systems: Management Practices and Social Mechanisms for Building Resilience, 342, 350–352.
Hosseini, S., Barker, K., & Ramirez-Marquez, J. E. (2016). A review of definitions and measures of system resilience. Reliability Engineering & System Safety, 145, 47–61.
Lee, A. V., Vargo, J., & Seville, E. (2013). Developing a tool to measure and compare organizations’ resilience. Natural hazards review, 14(1), 29–41.
Luhmann, N. (1995). Social systems. Stanford University Press.
McManus, S. T. (2008). Organisational resilience in New Zealand. Doctoral dissertation, University of Canterbury.
McManus, S., Seville, E., Brunsdon, D., & Vargo, J. (2007). Resilience management: A framework for assessing and improving the resilience of organisations (No. 2007/01). Resilient Organisations.
McManus, S., Seville, E., Vargo, J., & Brunsdon, D. (2008). A facilitated process for improving organizational resilience. Natural Hazards Review, 9(2), 81–90.
Morel, B. & Ramanujam, R. (1999). Through the looking glass of complexity: The dynamics of organizations as adaptive and evolving systems. Organization Science, 10(3), 278–293.
Nicolis, G., & Prigogine, I. (1989). Exploring complexity. San Fransisco: Freeman.
Stacey, R. D. (1995). The science of complexity: An alternative perspective for strategic change processes. Strategic Management Journal, 16(6), 477–495.
Stephenson, A. V. (2010). Benchmarking the resilience of organisations.
Ulanowicz, R. E. (2000). Growth and development, ecosystems phenomenology. eExcel Press/iUniverse.com Inc.
Walker, B., Holling, C. S., Carpenter, S. R., & Kinzig, A. (2004). Resilience, adaptability and transformability in social–ecological systems. Ecology and Society, 9(2), 5.
Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage.
Weick, K. E. (2001). Making sense of the organization. Oxford: Blackwell Publishers.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2016 Springer International Publishing Switzerland
About this chapter
Cite this chapter
Ilmola, L. (2016). Approaches to Measurement of Urban Resilience. In: Yamagata, Y., Maruyama, H. (eds) Urban Resilience. Advanced Sciences and Technologies for Security Applications. Springer, Cham. https://doi.org/10.1007/978-3-319-39812-9_11
Download citation
DOI: https://doi.org/10.1007/978-3-319-39812-9_11
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-39810-5
Online ISBN: 978-3-319-39812-9
eBook Packages: Earth and Environmental ScienceEarth and Environmental Science (R0)