Does change make you survive? The relationship between business model innovation, proactive and reactive organisational resilience and organisational performance

Purpose This study aims to analyse the relationship between business model innovation (BMI), proactive and reactive organisational resilience and organisational performance in the textile sector in Santa Catarina, Brazil. Design/methodology/approach A quantitative survey was conducted with managers from textile companies. Structural equation modelling was used to analyse the data and test the relationships among BMI, organisational resilience and organisational performance. Findings The results indicate that BMI is positively associated with proactive and reactive organisational resilience, as well as with organisational performance. In addition, proactive resilience positively mediates the relationship between BMI and organisational performance, whereas reactive resilience presents a negative mediating effect. Research limitations/implications This study focuses on companies within the textile industry in the state of Santa Catarina, which may limit the generalisability of the findings to other sectors or regions. Future research could expand the analysis to different industries or apply longitudinal approaches. Practical implications The findings highlight the importance of prioritising innovation strategies that anticipate risks and strengthen proactive resilience capabilities, enabling organisations to improve performance in dynamic environments. Originality/value This study contributes to the literature by providing evidence on the associations between BMI, proactive and reactive resilience and organisational performance, while indicating the distinct roles of these two dimensions in the BMI–performance relationship.