Objective: This study aims to analyze how the scientific literature has approached the themes of organizational resilience, business models and management controls in an integrated way, as well as to identify the main practices and theoretical approaches used to advance this discussion. Method: A scoping review was conducted based on bibliographic research using the Web of Science (WOS) database, covering the period from 1980 to 2023. The sample consisted of 102 articles, coded and analyzed using R software. Originality/Relevance: This research is unprecedented in proposing an integrated analysis of the three themes in a scoping review. The joint systematization of these constructs fills a gap in the literature and offers new insights into how these elements can help organizations become more resilient, especially in crisis scenarios Results: Organizational resilience has received greater attention since the 2000s, especially between 2020 and 2022. It was observed that innovative business models are decisive in promoting resilience, from anticipating adversity to dealing with crises. However, the articulation with management controls is still incipient, indicating an opportunity for future advances. Theoretical/Methodological contributions: Theoretically, the study deepens the understanding of resilience in the field of management by integrating different conceptual perspectives and pointing out research gaps. The main contribution of this research is the formulation of four propositions that help in the discussion between the antecedents and consequents of the constructs. Business model innovation is seen as a mechanism that strengthens the relationship between organizational resilience and management controls as coping mechanisms in adverse contexts. From a practical point of view, the results provide support for researchers and managers looking to structure resilient organizational models based on control tools and strategic innovation.
Gretter et al. (Sat,) studied this question.