Dyson College of Arts and Sciences

25 and knowledge-sharing capabilities—were not part of the original activity system conceived by Dr. V. in the mid-1970s. Both these entities now play important roles in enhancing the organization's overall resilience, differentiating it from both for-profit and charity hospitals, and contributing to Aravind's financial health. In this sense, other organizations looking to enhance their own resilience may look to re-examine their primary sets of activities—i.e., those which are core to their functioning—and attempt to develop product and process extensions which feed back to this core and provide new opportunities for growth. In the social enterprise and health care sectors such extensions might be focused on areas such as long-term financial health and the dissemination and integration of best practices. They may also more broadly address issues such as the sustainability of product, process, and company supply chains and how such sustainability may ultimately come to drive overall firm performance (Drake & Spinler, 2013). References Bloom, P., & Chatterji, A. 2009. Scaling social entrepreneurial impact. California Management Review, 51: 114-132. Chowdhury, I., & Santos, F. 2010. Scaling social innovations: The case of Gram Vikas. In P. Bloom & E. Skloot (Eds.), Scaling Social Impact: New Thinking. New York: Palgrave Macmillan, 147-168. Drake, D., & Spinler, S. 2013. Sustainable operations management: An enduring stream or a passing fancy? Manufacturing & Service Operations, 15: 689-700. Folke, C., Hahn, T., Olsson, P., & Norberg, J. 2005. Adaptive governance of social- ecological systems. Annual Review of Environment and Resources, 30:441–73. Hirschman, A. 1970. Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States. Cambridge, MA: Harvard University Press. Nelson, D., Adger, W., & Brown, K. 2007. Adaptation to environmental change: Contributions of a resilience framework. Annual Review of Environment and Resources, 32: 395–419. Ortiz-de-Mandojana, N., & Bansal, P. 2015. The long-term benefits of organizational resilience through sustainable business practices. Strategic Management Journal, forthcoming. Pache, A., & Chowdhury, I. 2012. Social entrepreneurs as institutionally embedded entrepreneurs: Toward a new model of social entrepreneurship education. Academy of Learning & Education, 11: 494-510. Pache, A., & Santos, I. 2010. When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Academy of Management Review, 35: 455-476. Rodin, J. 2014. The Resilience Dividend: Being Strong in a World Where Things Go Wrong. New York: Public Affairs. Sezgi, F., & Mair, J. 2010. To control or not control: A coordination perspective to scaling. In P. Bloom & E. Skloot (Eds.), Scaling Social Impact: New Thinking. New York: Palgrave Macmillan, 29-46. Schulman, P. 1993. The negotiated order of organizational reliability. Administration and Society, 25: 353–372.

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