<![CDATA[Purpose – This study examines the effect of knowledge management on organizational resilience by investigating the mediating role of dynamic capability in increasingly dynamic and uncertain business environments. Design/methodology/approach – This study adopts a quantitative research design using a cross-sectional survey approach. Data are analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to examine both the direct effect of knowledge management on organizational resilience and the mediating role of dynamic capability. Finding/Results – The findings show that knowledge management (KM) positively and significantly influences organizational resilience (OR) and sensing capability and transforming capability. Sensing capability significantly influences seizing capability, while seizing capability significantly influences transforming capability. However, the sequential mediation KM → Sensing → Seizing → Transforming → OR are not significant. These findings indicate that KM contributes more directly to organizational resilience, while the conversion of knowledge into resilience through dynamic capabilities may require time for knowledge internalization and capability development. Originality/Value – This study integrates the Knowledge-Based View (KBV) and Dynamic Capability View (DCV) by demonstrating that KM directly strengthens organizational resilience while supporting the development of specific dynamic capabilities. The findings provide a more nuanced understanding of how knowledge and adaptive capabilities contribute to resilience in dynamic business environments.]]>
Copyrights © 2026
