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The present study investigated organizational resilience (OR) in the United Arab Emirates (UAE’s) energy sector to identify impactful technological and human variables and assess the hermeneutic effect of digital transformation on value co-creation and OR. The study also investigates the mediating role of value co-creation on a few covariates of OR.

The questionnaire was sent out to 311 professionals in the energy sector, all affiliated with governmental organizations, using quota sampling. A total of 206 collated responses corresponding to the tested variables regarding the influences of digital transformation, employee resilience, innovation readiness, cyber resilience and value co-creation on OR were analyzed using structural equation modeling. Accordingly, a model of eight constructs and their 27 indicators was tested.

Instituting flexibility and adaptability to technological advancements, as well as cyber resilience, was found to enhance digital transformation. The sense of self-efficacy of the professionals who participated in the study led them to develop innovation readiness and thus embrace creativity and encourage co-creation while maintaining collaborative efforts with customers and stakeholders. This mediated several technological and human variables, such as the importance of managers' understanding of customer needs, preferences and pain points, which involves actively seeking and valuing customer feedback to inform decision-making.

When iterative prototyping, continuous learning, and OR are integrated into an organization’s culture, they create a robust foundation for a customer-centric mindset. This mindset becomes ingrained in how employees approach their work and make purposeful decisions.

The present study drew empirical insights into OR in the UAE’s energy sector from a resource-based theory perspective. By identifying potential vulnerabilities and implementing appropriate mitigation measures, organizations can reduce the likelihood and impact of disruptions, which can ultimately help them maintain customer satisfaction and loyalty.

How to improve the resilience of service firms in the crisis, such as the COVID-19 epidemic, to maintain a sustainable competitive advantage becomes a growing concern worldwide. Digital platform capability (DPC) provides a series of opportunities and advantages for service firms to shape resilience in the crisis. This study aims to clarify the effect and mechanism of DPC on service firms’ resilience, and provides a new mediator (strategic learning [SL]), as well as two boundary conditions (legal inefficiency [LIE] and legal incompleteness [LIC]).

Questionnaires were used to obtain firm data, and executives answered these key questions. Data from 293 service firms during the COVID-19 period were used for hypothesis testing.

DPC was positively related to the adaptive capacity (AC) and planning capacity (PC) of service firms. SL mediated the positive effect of DPC on the AC and PC of service firms. The positive effect between DPC and SL was weakened when LIE and LIC were high.

This study suggests that it is a very desirable measure to improve DPC to gain organizational resilience (OR) in the crisis. In addition, a SL process in the crisis is crucial, because service firms need to absorb key strategic information from digital platforms to cope with uncertainty. The services firms need to realize that the benefits of DPC will be weakened in the dysfunctional institutional environment of LIE and LIC.

To the best of the authors’ knowledge, this study is the first to link the DPC with the resilience of service firms, and provides a new explanation mechanism and some boundary conditions for this important relationship. Furthermore, this study takes a step forward, because these efforts respond to the widespread call of the literature on digitalization and OR, and provide new insights for understanding digital resilience.

In the digital economy, digital capability has become an important dynamic capability of enterprises and plays an essential role in enhancing firm resilience. This study aims to investigate the relationships among digital capability, knowledge search, coopetition behavior and firm resilience based on knowledge-based view and resource-based view.

This study uses the hierarchical regression and bootstrapping methods to test the theoretical framework and research hypotheses. The survey data were collected from 241 Chinese enterprises.

Digital capability has significantly positive effects on knowledge search and firm resilience. Knowledge search positively affects firm resilience and partially mediates the relationship between digital capability and firm resilience. Coopetition behavior weakens the relationship between digital capability and knowledge search, and the mediating effect of knowledge search in the relationship between digital capability and firm resilience. The moderating effect of coopetition behavior on the relationship between digital capability and firm resilience is insignificant.

This study clarifies the effect of digital capability on firm resilience and uncovers the “black box” from digital capability to firm resilience. In addition, this research enriches the literature on digital capability and firm resilience and expands the application of knowledge-based view and resource-based view in the digital context.

The aim of this research is to explore the impact of digital resilience on firms' international performance. Using internal operation efficiency and innovation as channel variables, this paper explores the relationship between digital resilience and international firm performance of Chinese listed firms.

The research design follows a quantitative approach. Using firm-level panel data from 2007 to 2020, this paper tests the hypotheses between digital resilience and international firm performance through internal efficiency and innovation.

The results note that digital resilience has a positive effect on internationalization while operation efficiency is a channel through which digital resilience promotes internationalization. Digital resilience also facilitates innovation by improving research and development (R&D) efficiency and matching innovation collaborators.

This paper is one of the first to explore digital resilience in the context of internalization and international firm performance. This paper extends the notion of resource-based view (RBV) to examine the relationship between digital resilience, internal efficiency and innovation on international firm performance.

The purpose of this paper is to distinguish different types of sustainable digital entrepreneurs (SDEs) and explore their approaches toward enhancing organizational resilience.

Investigation of entrepreneur characteristics using Grounded Theory methodology; 12 semi-structured telephone interviews with (owner-)managers of digital-resilient small and medium-sized enterprises (SMEs) and start-ups in Germany; adaptation of a sustainability-digitalization-matrix for initial clustering; investigation of reoccurring patterns (within and between clusters) through variable-oriented content analysis; application of the capability-based conceptualization of organizational resilience for synthesis and extension.

First, the authors present a new typology of SDEs, including descriptions of the four main types (Process-Oriented System Thinker, Unconventional Strategist, Dynamic Visionary and Success-Oriented Opportunist). Second, the authors propose a conceptual framework with six success factors of organizational resilience. The framework accentuates the influence of SDEs on organizational culture and the macro-environment.

Digital sustainability and resilience are emerging management principles. The insights gained will allow (future) entrepreneurs to perform a self-assessment and replicate approaches toward enhancing SME resilience; for example, governing the co-creation of an organizational culture with a strong integrative view on sustainability and digitalization.

SMEs are characterized by high vulnerability and a reactive response to the disruptions caused by sustainability crises and digitalization. Blending sustainable and digital entrepreneurship at a micro-level, the authors identified the success factors underpinning organizational resilience that are associated with the characteristics of four types of SDEs.

In response to the COVID-19 pandemic, many employees had to switch to remote work. While some adjusted successfully to this transition, others have struggled. Leveraging information systems (IS) to adjust to major exogenous shocks is called digital resilience. The purpose of this paper is to understand what we can learn about employees' digital resilience from externally enforced transitions to remote work.

As digital resilience is challenging to measure, this study uses an embedded mixed methods approach. The authors conducted a qualitative analysis of 40 employees' statements on their remote work experience during the first six months of the pandemic and complemented these findings with scale-based digital resilience scores.

The authors find that employees' digital resilience largely depends on the amount of technical equipment and support they receive from their organizations as well as their ability and willingness to learn how to adequately use and communicate through information and communication technologies. Being self-disciplined and self-responsible positively affects digital resilience, while social isolation threatens it. Organizations can foster digital resilience building by encouraging digital networking, building a digital culture and netiquette, and treating digital resilience as a sociotechnical phenomenon.

This is one of the first empirical studies of digital resilience on a human level. It sheds light on the missing link between IS-enabled resilience and transitions to remote work. Specifically, it provides original insights into its development and manifestation in a remote work context during the COVID-19 pandemic. For researchers, it provides novel guidance on choosing appropriate measurement instruments to capture digital resilience.

The study aims to identify the central paradoxical tensions existing in developing resilience in organisations. The main thrust of this study is to develop a thorough understanding of diverse conflicting tensions in building resilience and develop the possible strategies to surmount these tensions.

Using the case study approach, the study applied theory-elaboration strategy as this study is based on well-established literature from both digitalisation and resilience. The study uses the paradox theory lens in a case study to reconcile both theories with contextual idiosyncrasies.

The paradox theory lens provides perspectives to understand tensions during resilience development and the role of digital transformation in this process. It assesses the potential solutions for surmounting tensions in resilient operations. The mapping of workable solutions with different paradoxes and propositions has been proposed for future empirical research.

The study suggests that practitioners should not consider resilience and sustainability as mutually exclusive; instead, managers must embrace ongoing tensions to bring solutions to address these two essential organisational priorities.

To the best of the authors' knowledge, this is the first empirical study that applies paradox theory to understand how an organisation can build resilience while confronting several paradoxes. The study findings support that resilience practices can move in tandem with environmental sustainability goals rather than being usually mutually exclusive.

Social entrepreneurship (SE) is a complex phenomenon designed to resolve numerous societal challenges while remaining economically viable. However, how social entrepreneurs in developing countries have deployed digital technologies to address communal challenges during the Covid-19 crisis is largely undocumented. This research examines social entrepreneurs' adoption of digital technologies, the multi-level organisational conditions, and associated innovative outcomes of engaging digital technologies.

Based on the organisational resilience theoretical framework, this research employs a qualitative methodology, comprising 38 semi-structured interviews with Nigerian SE firms, to investigate social entrepreneurs' engagement with digital technologies.

The study’s findings reveal 19 pathways through which digital technologies enabled organisational resilience outcomes by Nigerian SE firms during the Covid-19 pandemic. This allows the authors to show, via a 3 × 3 matrix, how social entrepreneurs deploy digital technologies to build proximate, dynamic, and continuous resilience in a weak institutional context.

The study’s findings enables the authors to advance the SE – digital technologies – resilience scholarship in a developing economy.

Organisational resilience and digital maturity both explain how some organisations are better able to cope with unexpected disruptions. However, research exploring the relationship between these two concepts, and their role in addressing exogenous shocks, remains sparse. This study first aimed to compare digitally mature SME retailers’ organisational resilience with that of digitally less mature SME retailers and then investigate further how their digital maturity impacted their response to the COVID-19 pandemic.

The authors adopt an explanatory two-phase mixed-method research design, with online surveys from 79 SME retailers in South Africa, followed by interviews.

Digitally mature SMEs exhibited higher levels of organisational resilience, specifically with respect to situational awareness, management of keystone vulnerabilities and adaptive capacity. The authors also demonstrate that digital leadership is a greater driver of organisational resilience than digital capabilities.

The authors suggest ways for SME retailers to develop their digital maturity, particularly their digital leadership, to increase their organisational resilience.

This paper makes a case for SME retailers to focus on building their digital maturity to better cope with and learn from unexpected events. In particular, digital maturity is positively associated with SME retailers’ innovation and creativity and their devolved and responsive decision-making.

This paper shows how the interplay between organisational resilience and environmental complexity justifies the existence of differentiated yet successful approaches to digital transformation.

A multi-case method is applied to test our research hypotheses by contrasting the digital transformation of three Italian companies in the valves industry.

Different combinations of technological and organisational tools, hence diversified digital transformations, can be successful, provided that they are supported by a coherent set of resilience factors and allow for the implementation of strategic approaches aligned with the resilience capacity of the firm.

Awareness that resilience capacity shapes digital transformation and the strategies available to engage with external complexity should focus managers to invest in the alignment and the reinforcement of the factors underlying organisational resilience.

Most literature so far focused on the antecedents to digital transformation. In contrast, this paper focuses on the transformation process and highlights how the resilience capacity of the firm affects the unfolding of digital transformation and the emergence of diversified yet successful paths. In addition, in contrast with a dichotomous approach to external complexity this paper shows that digital transformation involves a mix of complexity reduction and complexity absorption strategies.