Organizational Resilience and Uncertainty: Strategies for Adapting, Innovating, and Thriving (Routledge Research in Strategic Management)

This book advances a unifying argument that resilience is not a fixed trait, sector-specific response, or technical solution, but a dynamic, context-sensitive capability that emerges through strategy, learning, institutions, and social relations. Across its fourteen chapters, the book brings together diverse empirical settings and theoretical lenses to show how resilience is constructed and enacted in conditions of uncertainty, constraint, and disruption.From organisations and value chains to entrepreneurs, universities, financial systems, digital infrastructures, and public institutions, the chapters collectively demonstrate that resilience is shaped less by isolated resources and more by alignment across systems, actors, and environments.The book challenges celebratory or simplistic narratives of resilience by revealing its ambivalence: while resilience enables survival, adaptation, and innovation, it can also mask structural failures, shift responsibility onto individuals, and norma