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Organizations across the world continue to face increasing volatility, uncertainty, complexity, and ambiguity. These systemic forces expose firms to disruptions that make it difficult to generate and sustain competitive advantage. Consequently, organizations are required to develop strategic capabilities that enable them to sense and seize emerging opportunities and threats, as well as reconfigure resources to maximize value and strengthen strategic positioning. Strategic resilience has emerged as a critical capability that enables organizations to detect environmental turbulence and risks, absorb shocks arising from disruptions, adapt to changing conditions, and sustain long-term performance. Although scholarly interest in strategic resilience within the strategic management literature has grown, findings on its relationship with firm performance remain fragmented and inconsistent. This reflects underlying conceptual ambiguity and theoretical tension between static resource-based explanations and dynamic capability perspectives. This study adopts a literature review approach to examine conceptual, theoretical, and empirical evidence on the relationship between strategic resilience and firm performance, with the aim of identifying research gaps and developing a conceptual framework to guide future studies. The review focuses on studies published between 2000 and 2025 and draws from major academic databases to ensure methodological rigor and comprehensiveness. Strategic resilience is conceptualized as a composite construct comprising anticipatory capability, adaptive capacity, absorptive capacity, and strategic renewal, while firm performance is viewed as a multidimensional outcome encompassing both financial and non-financial indicators. The Dynamic Capabilities Theory and the Resource-Based View provide the theoretical foundation for explaining how strategic resilience influences firm performance. Accordingly, the study proposes a synthesized conceptual model linking strategic resilience and firm performance. The model uniquely integrates composite resilience capabilities with multidimensional performance metrics, which serves as a foundation for future empirical research aimed at enhancing understanding of how organizations can build and sustain competitive advantage in fast-changing and unpredictable environments.
Mwale et al. (Mon,) studied this question.