A growing concern among academics and professionals has placed organizational resilience (OR) at the leading edge of their studies' catalysts because of its peripheral vulnerability to turbulent environments in organizational settings. This research demonstrates the value of competitive advantage and the practices of resilient firms, thereby strengthening organizational resilience in a disruptive environment. Organizational resilience has been established as a process for gaining a competitive edge and enhancing firms' performance in a volatile environment where disruptions, such as epidemics, political turmoil, and economic instability, threaten the sustainability of their operations. Adopting the Dynamic Capability View (DCV), this study investigates proactive (PRO) and reactive (REA) capability configurations in relation to organizational resilience through partial least squares structural equation modeling (PLS-SEM) and fuzzy set qualitative comparative analysis (fsQCA). The study develops the measurement items for organizational resilience to test the proposed hypotheses using PLS-SEM and fsQCA. PLS-SEM finds that flexibility, collaboration, response, and recovery are positive drivers for organizational resilience, whereas fsQCA reveals that flexibility, response, and recovery are sufficient for the same outcome. The combined results indicate that flexibility, responsiveness, and recovery are key conditions for predicting high organizational resilience in a disruptive environment. The combined findings confirm that the measurement items of proactive and reactive performance significantly better align with organizational resilience and meet the "capability" and "resources" suitable criteria of DCV. The combined findings of this research make both theoretical and practical contributions to the foundation of pre-disruptive and post-disruptive resilience.

The COVID-19 outbreak has underscored the importance of strengthening an organization’s resilience and adaptive capability. In emerging and uncertain conditions, firms must adopt new capabilities to develop and survive unstable and unforeseen crises. The purpose of this study is to examine the difference between organizational resilience and the antecedents that are validated using a quantitative survey. The respondents consist of 157 top employees from 21 private service firms at the managerial level in Bangladesh. The proposed relationship is measured using the partial least squares structural equation modeling (PLS-SEM), a symmetric approach, using SmartPLS 4 software. The findings help to produce the path coefficient with organizational resilience that can lead to sustainable environments in highly turbulent conditions. The PLS-SEM analysis indicates that the antecedents of flexibility, agility, and redundancy have a strong and meaningful association with organizational resilience in response to disruptions. Therefore, this paper shows evidence that the measurement scales more effectively account for uncertainty in achieving resilience, supporting the role of the dynamic capability view.