<![CDATA[The creative industry is among the sectors most vulnerable to disruption while simultaneously being required to continuously adapt, given its innovation-intensive character, dependence on rapidly shifting consumer trends, and frequent resource constraints. This article aims to build a conceptual framework explaining how dynamic capability contributes to organizational resilience and strategic adaptation in the creative industry. This study employs a qualitative approach with a descriptive-conceptual design through the synthesis of literature on dynamic capability (Teece et al., 1997; Teece, 2007), the Resource-Based View (Barney, 1991), and organizational resilience (Duchek, 2020; Lengnick-Hall et al., 2011). The findings show that the three dimensions of dynamic capability, sensing, seizing, and transforming, can be conceptually mapped onto the three stages of organizational resilience: anticipation, coping, and adaptation. This article formulates three theoretical propositions and an integrative conceptual model positioning dynamic capability as the driving mechanism of organizational resilience within the creative industry. This study bridges the Resource-Based View and the organizational resilience literature, and offers practical implications for creative industry actors and policymakers in designing adaptive strategies against crisis and uncertainty.]]>
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