TOWARD A SYNERGETIC ORGANIZATION: THE ROLE OF DYNAMIC CAPABILITIES, SOCIAL CAPITAL, AND DIGITAL MATURITY IN ORGANIZATIONAL RESILIENCE DURING DISRUPTION

Firms must continually adapt themselves to survive and outperform competition during rapidly changing environments, both predictable and unpredictable. The dynamic capabilities theory provides a framework for firms to renew and adapt their organizational competencies and capabilities to achieve congruence with the changing market environment. Research has shown that this leads to sustained competitive advantage and superior firm performance. However, resilience during a disruptive event requires the firms to intentionally deviate from their patterned capability-building strategies to respond differentially to turn a challenging environment into a growth opportunity. There is a gap in the literature to empirically examine this resilience phenomenon and the extent to which dynamic capabilities gained during typical business environments assist in achieving resilience during disruption. In addition, the role of digital maturity in leveraging technology for transforming the business and social capital gained through extracting value from business ties needs to be better understood. This study empirically investigates these gaps by integrating dynamic capabilities and organizational resilience theories. The data was collected through a quantitative survey from senior executives of established, mid-to-large firms within the United States, and the results provide theoretical and practical contributions.