Beyond Dynamic Capabilities: Reconceptualizing Organizational Resilience as a Recursive Governance Mechanism in Hypervolatile Competitive Landscapes

Abstract

Organizational resilience has been predominantly theorized as an adaptive response capacity embedded within dynamic capabilities frameworks; however, this conceptualization insufficiently accounts for the recursive, self-referential governance structures that sustain competitive advantage under systemic environmental turbulence. Drawing on a longitudinal mixed-methods dataset encompassing 214 multinational enterprises across nine industries (2019–2024), this study employs structural equation modeling and fuzzy-set qualitative comparative analysis to interrogate the boundary conditions of resilience-as-capability. The findings reveal that resilience operates not merely as a second-order capability but as a recursive governance mechanism—iteratively reconfiguring institutional logics, resource orchestration protocols, and stakeholder alignment processes. These results compel a fundamental paradigm revision in strategic management theory, with direct implications for board-level governance design and meta-strategic planning.