Organizational resilience is a key aspect for sustaining comparative benefit and performance amidst uncertainties such as pandemics, political volatility, and financial crises. Despite its significance, limited studies have explored the potential sufficient solutions to resilience-enabling constructs, especially in emerging economies. This research combines the Resource-Based View (RBV) and Transaction Cost Economics (TCE) to propose a theoretical framework for understanding and predicting organizational resilience. Using survey data from 348 respondents serving corporate industries in Bangladesh, we employ Necessary Condition Analysis (NCA) and fuzzy set Qualitative Comparative Analysis (fsQCA) to identify causal configurations to predict organizational resilience. The findings reveal five configurations that are sufficient for achieving high resilience and four configurations associated with low resilience, highlighting the nuanced interplay between resources, costs, and adaptability. Specifically, flexibility, response, recovery, benevolence, and commitment must need conditions for achieving organizational resilience in NCA analysis. In fsQCA analysis, flexibility and commitment are core conditions, whereas response and information sharing are peripheral conditions for achieving high organizational resilience. This study strengthens resilient strategies by demonstrating the supplementary contributions of RBV and TCE. This combination offers policymakers actionable insights to develop resilient strategies that enhance organizational adaptability and performance in turbulent times.

Stakeholder trust is central to advancing sustainable development, yet it is increasingly strained as corporate sustainability commitments expand faster than verifiable performance. This study examines how authenticity and transparency in corporate sustainability practices influence the formation and maintenance of stakeholder trust under conditions of scrutiny and institutional accountability. Using longitudinal evidence from European publicly listed firms and incorporating both comparative and contextual analytical perspectives, the research shows that trust grows when organizations communicate candidly, report measurable progress, and reinforce their commitments through credible assurance. Trust is shaped not by the volume of sustainability reporting but by the sincerity and consistency of alignment between commitment and demonstrable action. The findings highlight the role of institutional safeguards that encourage honest disclosure and responsible conduct as firms navigate sustainability transitions. This work advances the understanding of sustainable development governance by clarifying how credible communication and transparent practices can reinforce accountability and strengthen legitimacy. The insights offer practical direction for organizations and policymakers working to foster sustainability cultures grounded in integrity and long-term trust.