RESILIENT ORGANIZATIONS IN AN UNCERTAIN WORLD: STRATEGIC INTEGRATION FOR SUSTAINABLE ADAPTATION
Keywords:
Organizational Resilience, Strategic Integration, Sustainable AdaptationAbstract
This academic article synthesized knowledge on organizational resilience under conditions of prolonged crisis, drawing on a literature review and analytical synthesis to propose the Triple-Layer Resilience Model, comprising strategic leadership, organizational capability and supply chain, and personnel well-being. The synthesis yielded three propositions. 1) The three layers were connected as a closed loop rather than a linear hierarchy: the role of leadership lied in shaping the conditions of personnel well-being, personnel well-being determines the quality of dynamic capability, and the resulting performance returned to shape the legitimacy of leadership. This circular property explained why a single point of fragility can propagate through the entire system through domino and cascade effects. 2) Organizational resilience was an emergent property arising from the quality of the interfaces between layers rather than the sum of the strength of individual layers. 3) Resilience was a cumulative process of building capability rather than an achieved state; organizations must continuously repeat the processes of sensing, seizing, and reconfiguring, the quality of which depended on information flowing upward from operational levels and therefore on the psychological safety of personnel. These propositions extended existing frameworks in two respects: they expanded the unit of analysis to encompass the external supply chain, and they established personnel well-being as a distinct constituent of resilience rather than a welfare measure separate from strategy. The managerial implication was that executives should assess and invest at the interfaces between layers, using indicators that reflected the quality of transmission between components, such as the interval from signal detection to decision.
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