‘Corporate performance’ with ‘corporate resilience’: A revolution or an illusion? Deciphering through a bibliometric prism

This study examines the interaction between these two concepts through a bibliometric approach applied to publications indexed in Scopus between 2015 and 2025. Using co-occurrence analysis and scientific mapping tools, we identify dominant research trends and the evolution dynamics of the academic field. The results indicate an increasing convergence between resilience and performance, as evidenced by the growing prominence of dynamic capabilities, the digital transformation adoption, and the ESG criteria integration. However, while digitalization is often considered a strategic lever to strengthen resilience, it may also introduce new structural vulnerabilities. Similarly, adhering to sustainability principles, while essential, presents challenges related to compliance costs and the risks of greenwashing. This study makes a theoretical contribution by proposing a broader conceptual framework, where organizational performance cannot be dissociated from flexibility, innovation, and sustainable governance. At the managerial level, it emphasizes that resilience must no longer be viewed as a one-time response to crises, but as a fundamental element of corporate strategies.