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The Science of Organisational Resilience: Decoding Its Intellectual Structure to Understand Foundations and Future

Author

Listed:
  • Cristóbal Toro-Gallego

    (Doctoral School, Catholic University of Valencia San Vicente Mártir, 46001 Valencia, Spain
    Facultad de Empresa y Comunicación, Universidad Internacional de la Rioja (UNIR), 26006 Logroño, Spain)

  • Juan Sapena-Bolufer

    (Economics Department and Christeyns Chair for a Sustainable Economy, Catholic University of Valencia San Vicente Mártir, 46001 Valencia, Spain)

  • Miquel-Angel Plaza-Navas

    (Institución Milá y Fontanals de Investigación en Humanidades, Consejo Superior de Investigaciones Científicas (CSIC), 08001 Barcelona, Spain)

  • Jose Torres-Pruñonosa

    (Facultad de Empresa y Comunicación, Universidad Internacional de la Rioja (UNIR), 26006 Logroño, Spain)

Abstract

This study aims to decode the intellectual structure of organisational resilience (OR) and provide a comprehensive overview of its conceptual development, key intellectual shifts and emerging research directions. We apply bibliometric co-citation analysis using CiteSpace on the scientific production on OR indexed in the Web of Science—Social Sciences Citation Index. The analysis identifies clusters, turning points and citation bursts, enabling the mapping of the field’s main themes and intellectual foundations. The findings reveal eight major clusters of OR research, with distinctive yet interconnected areas: crisis management, disaster management, conceptualisation, supply chain management, influencing factors, strategy and planning, evaluation and community resilience. Key turning points and burst papers highlight the evolution of the field from conceptual foundations to strategic approaches shaped by global crises. The study advances theory by demonstrating how OR research is structured across clusters and by identifying conceptual gaps that require integration, which are addressed through a proposed research agenda. For scholars, it provides a roadmap to navigate the most influential works and theories, while for practitioners and policymakers, it highlights actionable directions to strengthen resilience in organisations facing volatile and uncertain environments.

Suggested Citation

  • Cristóbal Toro-Gallego & Juan Sapena-Bolufer & Miquel-Angel Plaza-Navas & Jose Torres-Pruñonosa, 2025. "The Science of Organisational Resilience: Decoding Its Intellectual Structure to Understand Foundations and Future," Administrative Sciences, MDPI, vol. 15(10), pages 1-22, October.
    • Handle: RePEc:gam:jadmsc:v:15:y:2025:i:10:p:404-:d:1775854
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    References listed on IDEAS

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    1. Teixeira, Eduardo de Oliveira & Werther, William B., 2013. "Resilience: Continuous renewal of competitive advantages," Business Horizons, Elsevier, vol. 56(3), pages 333-342.
    2. Jelle Schepers & Pieter Vandekerkhof & Yannick Dillen, 2021. "The Impact of the COVID-19 Crisis on Growth-Oriented SMEs: Building Entrepreneurial Resilience," Sustainability, MDPI, vol. 13(16), pages 1-20, August.
    3. Orchiston, Caroline & Prayag, Girish & Brown, Charlotte, 2016. "Organizational resilience in the tourism sector," Annals of Tourism Research, Elsevier, vol. 56(C), pages 145-148.
    4. Pal, Rudrajeet & Torstensson, Håkan & Mattila, Heikki, 2014. "Antecedents of organizational resilience in economic crises—an empirical study of Swedish textile and clothing SMEs," International Journal of Production Economics, Elsevier, vol. 147(PB), pages 410-428.
    5. Natalia Ortiz-de-Mandojana & Pratima Bansal, 2016. "The long-term benefits of organizational resilience through sustainable business practices," Strategic Management Journal, Wiley Blackwell, vol. 37(8), pages 1615-1631, August.
    6. Aven, Terje, 2016. "Risk assessment and risk management: Review of recent advances on their foundation," European Journal of Operational Research, Elsevier, vol. 253(1), pages 1-13.
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