Organisational resilience: creating ambidexterity in strategic and operational resilience

Abstract

In the current unstable business environment, resilience in organisations might be an enabler to withstand this uncertainty. This study aims to separate strategic and operational resilience and discuss the simultaneous approachability to enhance the understanding of resilience. Therefore, this conceptual research applies a literature review of leading publications in organisational ambidexterity and organisational resilience. Achieving organisational resilience is possible by seeing resilience, not as a standalone function, but by sensing and seizing opportunities and threats and transforming the business model into a resilient state by pursuing an ambidextrous organisation by exploiting operational and exploring strategic resilience. Combining organisational resilience and ambidexterity into one framework can help organisations and management prepare for and deal with uncertainty by building resilience on the strategic and operational levels.