1 Department of Management - Interdisciplinary Center for Organizational Architecture (ICOA), Department of Management, Aarhus BSS, Aarhus University2 Department of Business Development and Technology, Aarhus BSS, Aarhus University3 Department of Business Development and Technology, Aarhus BSS, Aarhus University
Translating Triple Top Line Strategy & Governance into Triple Bottom Line Performance
Although organizational resilience and robustness may be cast in many lights, their core constructs are simply represented. Resplendence is, however, a less well-defined and perhaps more transient enterprise condition that is complementary to, but relatively distinct from resilience and robustness. Resilience may be regarded as enterprise ability to recover or rebound from negative shocks or extreme challenges to its ecosystem (Contu, 2002). Robustness, in contrast to resilience, is not so much enterprise ability to recover from shocks or challenges to its ecosystem, but rather resistance or immunity to their impact. Resplendent enterprises are introduced with resplendence referring not to some sort of public or private façade, but instead refers to organizations marked by dual brilliance and nobility of strategy, governance and comportment that yields superior and sustainable triple bottom line performance. Herein resilience, robustness, and resplendence (R3) are integrated with sustainable enterprise excellence (Edgeman and Eskildsen, 2013) or SEE and social-ecological innovation (Eskildsen and Edgeman, 2012) to aid progress of a firm toward producing continuously relevant performance that proceed from continuously responsible strategy, behavior and other actions. A SEER3 model is introduced and a means of SEER3 maturity assessment is suggested.