How CEOs of small firms make decisions to ensure information systems resilience?
Information Systems are essential for successful organisation. If Information System interrupts, the whole business continuity is compromised. Organisational resilience has gained increasing attention in recent years. This paper focuses on an aspect of organisational resilience, i.e., on IS resilience. Given the potentially devastating implications of disruptions to organisations, understanding the dynamics of the successful adaption of IS within organisations indicates an important avenue for future research. In this paper, we adopt Agency theory to develop a conceptual framework, focused on decision making and planning for IS resilience. Concourse theory and Q-methodology were used to develop a Q-sort questionnaire, which was refined through interviews with researchers and IS professionals. The resulting 37 statements were then sorted by eight managers. Q-sort methodology identified three types from the data, each representing distinct collective perspectives. Though three archetypes emerged but we decided to focus on a particular archetype called “Mindful decision maker”. This type demonstrate unique flavour of decision making under uncertain situation. This type is described and discussed in detail, along with implications of findings as well as suggestions for future research.