The Influence of Dynamic Capability on Organizational Resilience Through Strategic Agility in Companies Amid Business Uncertainty

Abstract

Business uncertainty driven by technological disruption, market volatility, and rapid environmental changes requires companies to develop adaptive capabilities to maintain long-term competitiveness and sustainability. This study aims to examine the influence of dynamic capability on organizational resilience through strategic agility as a mediating variable in companies facing uncertain business environments. This research employs a quantitative approach using a survey method with primary data collected through questionnaires distributed to 150 managers, supervisors, and employees who understand organizational strategies and business processes. Data analysis was conducted using Structural Equation Modeling-Partial Least Square (SEM-PLS) to evaluate the relationships among variables and test the proposed research model. The results are expected to demonstrate that dynamic capability has a positive effect on organizational resilience and strategic agility, while strategic agility strengthens organizational resilience by acting as a mediating mechanism between dynamic capability and resilience. The study concludes that companies with strong adaptive capabilities and strategic agility are better positioned to withstand disruptions and sustain competitive advantage amid business uncertainty. This research contributes theoretically to strategic management by strengthening the understanding of capability-based resilience development and provides practical implications for organizations in designing adaptive strategies.