Change: between metamorphosis, resilience and innovation

The purpose of this paper is to examine what it means to be resilient in the context of environmental turbulence, complexity, and uncertainty, and to suggest how organizations might develop strategic resilience. Design/methodology/approach Sampling from the theoretical and empirical contributions to the understanding of resilience within the management and organizational literatures, this conceptual paper presents a model of strategic resilience and theoretical propositions are developed that suggest directions for future research. Findings It is proposed that strategic resilience is an emergent and dynamic characteristic of organizations whereby organizational legacy is a defining antecedent, top management team future orientation is a fundamental belief system, and problem formulation is a key deliberate process. Research limitations/implications Although the conceptual inquiry of strategic resilience offers clarity on a complex phenomenon, empirical evidence is needed to provide a test of the concepts and their relations. Practical implications By asserting that the environment is turbulent, complex, and uncertain, this paper opens up new possibilities for the understanding and study of strategic resilience, whereby metamorphosis and innovation are requisites, and entrepreneurship is part and parcel of strategy. As such it highlights the importance of managerial beliefs and behaviors that facilitate proactively and deliberately challenging of the status quo. Originality/value The proposed conceptualization of strategic resilience in this paper connotes action rather than just reaction, and in so doing highlights the importance of the synergy between strategic management and entrepreneurship. As such, it proposes factors that may help organizations persist and create value within a context and future that they themselves also shape.