Architecting Organizational Resilience in the Age of Polycrisis: A Strategic Capability Framework for Interlocking Global Shocks
DOI:
10.47353/jmd.v1i1.375Published:
2026-04-11Downloads
Abstract
The increasing frequency and interconnectedness of global disruptions—ranging from pandemics and geopolitical conflicts to climate change and supply chain breakdowns—have given rise to what is now described as a “polycrisis.” In such an environment, traditional risk management and resilience strategies are no longer sufficient, as organizations must confront simultaneous and mutually reinforcing shocks. This study aims to develop a strategic capability framework for architecting organizational resilience in the age of polycrisis, emphasizing the need for adaptive, integrative, and anticipatory capacities. Using a descriptive qualitative approach grounded in an integrative review of interdisciplinary literature, this research synthesizes insights from strategic management, organizational theory, and resilience studies. The analysis identifies three core capability clusters essential for navigating polycrisis conditions: adaptive agility, systemic integration, and anticipatory intelligence. These capabilities enable organizations not only to absorb shocks but also to reconfigure structures, processes, and strategies in response to evolving uncertainties. The study proposes a multi-layered resilience architecture that integrates strategic foresight, operational flexibility, and institutional coordination. It further highlights the importance of cross-level alignment between organizational units and external stakeholders, particularly in globally dispersed systems. The findings reveal inherent tensions between efficiency and redundancy, centralization and decentralization, and short-term survival and long-term transformation. This research contributes to the literature by advancing a polycrisis-oriented perspective on organizational resilience and by offering a comprehensive framework that bridges fragmented approaches to risk, crisis, and resilience management. The study provides practical implications for leaders seeking to design organizations capable of thriving amid persistent and interlocking global shocks.
Keywords:
Organizational resilience polycrisis strategic capabilities global shocksReferences
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