Organizational resilience: a promising concept for organizational strategy or just a new buzzword?

Purpose This study examines whether organizational resilience (OR) has advanced as a strategic construct amid ongoing polycrises. This study aims to clarify its current conceptualization; analyze links with core theories in strategy and organization studies; and assess its relevance for navigating turbulence and grand challenges. Design/methodology/approach The authors conducted a literature review supported by bibliometric and content analysis. A total of 304 articles from Web of Science and Scopus were examined to map key trends and structures. And 40 core contributions were analyzed in depth to assess ontological assumptions, theoretical positioning and the strategic relevance of OR. Findings The authors identified two main perspectives in the literature: a conservative view focused on risk mitigation and continuity (on-crisis resilience), and a more adaptive one linked to learning, ambidexterity and transformation (trans-crisis resilience). The authors propose a third, evolutionary resilience, which builds on institutional and socio-ecological thinking to frame OR as a multilevel, systemic construct. The typology links OR to core strategic debates, including contingency theory, dynamic capabilities, paradox management and stakeholder theory. Research limitations/implications This review provides a broad conceptual foundation for future studies. The authors encourage research on transitions between resilience types and the development of integrative, cross-scale strategies suited to dynamic environments. Practical implications The proposed typology offers managers a structured lens for diagnosing and shaping their organization’s resilience orientation. On-crisis resilience calls for contingency plans and tightly controlled operational processes; trans-crisis resilience is supported by ambidextrous structures, scenario planning and cross-disruption learning routines; and evolutionary resilience demands governance models that integrate stakeholder perspectives, foster ecosystem partnerships and embed sustainability into strategic foresight. The framework is especially actionable for multinational enterprises navigating diverse institutional settings. Originality/value This study contributes a novel and integrative framework for understanding OR as a strategic construct. By bridging organizational theory, strategy and ecological thinking, the authors clarify the conceptual boundaries of resilience and outline its implications for long-term organizational effectiveness in a world shaped by turbulence, uncertainty and grand challenges.