Organizational Resilience under Continuous Disruption: Lessons from AI, Climate Risks, and Global Supply Chains

Abstract

Organizations no longer face disruption as an occasional event that interrupts an otherwise stable operating environment. Artificial intelligence adoption, climate-related shocks, geopolitical fragmentation, cyber threats, and volatile supply chains now arrive together and often reinforce one another, which means resilience has to be understood as a continuous organizational condition rather than a response reserved for isolated crises. This paper reviews the evolution of organizational resilience research and develops an integrated conceptual framework that links five capability-based antecedents, namely AI capability, climate risk preparedness, supply chain resilience, digital transformation capability, and organizational learning, to resilience outcomes through four mediating mechanisms: organizational agility, dynamic capabilities, knowledge integration, and adaptive leadership. Environmental uncertainty, organizational culture, and technological readiness are proposed as moderators that condition the strength of these relationships. The framework draws on dynamic capabilities theory, organizational resilience theory, the resource-based view, contingency theory, complexity theory, high reliability organization theory, organizational learning theory, stakeholder theory, systems theory, and risk management theory, and it treats these traditions as complementary rather than competing explanations. Twelve testable propositions are advanced to connect the constructs, and a methodology is proposed using partial least squares structural equation modeling on a cross-industry sample of managers responsible for risk, operations, or strategy. The paper argues that resilience in the current environment depends less on any single capability and more on how firms sense weak signals across domains, integrate what they learn, and reconfigure resources before disruptions compound. It closes by identifying research priorities in AI governance, climate adaptation, digital supply chain design, and human-AI collaboration, and by offering guidance for managers and policymakers who are trying to build organizations that can absorb shocks without losing strategic direction.