Building organisational strategic resilience through leadership, design thinking, and business modelling
Anthony Jhosset Gonzalez Rodriguez & Andrey Kolyada
What the paper says
This study addresses the increasing need for strategic resilience in volatile, uncertain business environments, and emerging markets.It integrates leadership, design thinking, and business modelling -three areas traditionally studied separately -into a single conceptual framework that supports resilience as a continuous organisational capability.The conceptual study develops the strategic resilience integration framework (SRIF), which combines insights from leadership studies, design thinking methodologies and business modelling literature into a systematic, four-phase cycle of assessment, design, implementation and review.This structure illustrates how cultural alignment, adaptive innovation, and structural coherence interact to build organisational resilience and strengthen competitiveness.Together, these elements position resilience as an organisation-wide capability rather than an ad hoc reaction.Furthermore, this study advances resilience theory by connecting three major management fields that are rarely combined in existing research and offers theoretical insights and practical guidance for executives seeking to embed resilience into their organisational strategy and performance management.
Evidence weight
Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40
| F · citation impact | 0.50 × 0.4 = 0.20 |
| M · momentum | 0.50 × 0.15 = 0.07 |
| V · venue signal | 0.50 × 0.05 = 0.03 |
| R · text relevance † | 0.50 × 0.4 = 0.20 |
† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.