Crisis Orientation and Organisational Resilience Among Family Businesses in Ghana: Moderated Mediation Roles of Dynamic Capability and Absorptive Capacity

Crisis orientation has gained recognition as a proactive approach to anticipating and managing disruptions in the past few years. However, its influence on organizational resilience remains underexplored, especially within family-owned businesses in emerging economies. In the face of increasing uncertainty, family businesses must develop strategic orientations that foster resilience. This study, therefore, investigates the influence of crisis orientation on organizational resilience, examining the mediating role of dynamic capability and the moderating role of absorptive capacity. Adopting a time-lagged design, data were collected from 419 owners and managers of family-owned businesses across different sectors in Ghana. The data were analyzed using the PROCESS macro to test the moderated mediation role. The results indicate that dynamic capability mediates the relationship between crisis orientation and organizational resilience. Absorptive capacity moderates both direct and indirect relationships, strengthening the impact of crisis orientation on resilience through dynamic capability. This study extends the knowledge on the dynamic capability view by highlighting the importance of absorptive capacity in enhancing organizational adaptability. It also extends crisis management and organizational behavior literature by positioning crisis orientation as a foundational driver of resilience in family businesses.