Building organizational resilience in emerging economies: Strategic insights from Bangladesh

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.