Managing sudden unexpected disruptions in complex projects: the antifragility hierarchy

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dc.contributor.authorUsher, Greg
dc.contributor.authorCantarelli, Chantal C
dc.contributor.authorDavis, Kate
dc.contributor.authorPinto, Jeffrey K
dc.contributor.authorTurner, Neil
dc.date.accessioned2024-12-03T10:29:21Z
dc.date.available2024-12-03T10:29:21Z
dc.date.freetoread2025-11-28
dc.date.issued2024-12-31
dc.date.pubOnline2024-11-28
dc.description.abstractProjects are prone to a variety of sudden unexpected disruptions across their development cycle, requiring that effective organizations develop strategies for proactively recognizing disruption likelihood and swiftly responding to these events. This paper explores a hierarchy of responses to disruption, based on Taleb’s theory of antifragile system behavior. Following this reasoning, we suggest that when faced with project disruptions, organizations need to investigate the means to trigger a ‘convex’ response that increases value through antifragile thinking. We propose an ‘antifragility hierarchy’ in which three key responses to project disruption are demonstrated, with a range of strategies available for addressing these disruptions. This hierarchy offers a novel conceptualization of responses to project disruption events, suggesting that the options available to organizations range from robust (the least effective) to antifragile (the most constructive). Finally, we offer a set of strategies for effectively responding to disruptions to promote antifragility in projects.
dc.description.journalNameProduction Planning & Control
dc.identifier.citationUsher G, Cantarelli CC, Davis K, et al., (2024) Managing sudden unexpected disruptions in complex projects: the antifragility hierarchy. Production Planning & Control, Available online 28 November 2024
dc.identifier.eissn1366-5871
dc.identifier.elementsID559680
dc.identifier.issn0953-7287
dc.identifier.issueNo
dc.identifier.urihttps://doi.org/10.1080/09537287.2024.2433479
dc.identifier.urihttps://dspace.lib.cranfield.ac.uk/handle/1826/23240
dc.languageEnglish
dc.language.isoen
dc.publisherTaylor and Francis
dc.publisher.urihttps://www.tandfonline.com/doi/full/10.1080/09537287.2024.2433479
dc.rightsAttribution-NonCommercial 4.0 Internationalen
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/
dc.subject33 Built Environment and Design
dc.subject3302 Building
dc.subject35 Commerce, Management, Tourism and Services
dc.subject3507 Strategy, Management and Organisational Behaviour
dc.subjectOperations Research
dc.subjectProjects
dc.subjectdisruption
dc.subjectresilience
dc.subjectantifragility
dc.titleManaging sudden unexpected disruptions in complex projects: the antifragility hierarchy
dc.typeArticle
dcterms.dateAccepted2024-11-19

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