Abstract
This paper brings forth an empirical study of organizational resilience strategies in standard setting. The selection of ETSI (The European Telecommunications Standards Institute) as a case study for this purpose was motivated by ETSI's legal status as an ESO (European Standardization Organization), global impact, and the history of external criticism directed at the organization. Based on theoretical considerations and author's previous empirical research, it was expected that the organizational resilience strategies used by ETSI differ with regards to two dimensions: anticipation of the disturbance (proactive and reactive strategies); and the locus of the strategic effort (internal or external to the organization). A combination of deductive and inductive content analysis was applied to 12 semi-structured interviews with individuals who participate in standard setting activities within ETSI. The conducted analysis confirmed the expected 2 × 2 type of taxonomy determined by anticipation and locus of strategic effort. The identified 29 categories were thus categorized into four clusters of resilience strategies: proactive external (5), proactive internal (9), reactive external (5) and reactive internal (10) strategies. The discussion reflects on the historical organizational challenges, the resilience strategies reported in response to them, and how they might have contributed to continued thriving of ETSI despite organizational challenges.