Mapping Theoretical Perspectives for Requisite Resilience

In increasingly turbulent environments, organizations must go beyond generic robustness and develop Requisite Resilience, the capacity to align internal variety with environmental variety to sustain core functions during crises. This study situates Requisite Resilience within organizational theory and strategic management, assessing how major theories of the firm contribute to its development. The analysis groups these perspectives into foundational/diagnostic theories, which clarify environmental, structural and institutional constraints and correspond to passive resilience frameworks, and enabling/capability-building theories, which emphasize managerial agency, resource orchestration and adaptive learning, corresponding to active resilience frameworks. Findings indicate that while foundational perspectives offer essential diagnostics, they are insufficient on their own to foster Requisite Resilience. A composite configuration provides the strongest fit: co-evolutionary views offer an integrative backbone, dynamic capabilities and organizational learning enhance sensing, seizing and acting, and resource dependence theory informs the design of permeable boundaries.