<![CDATA[This integrative evidence review examines strategic agility and organizational resilience during market disruption by asking how strategic agility is connected to organizational resilience and which conditions determine whether that connection becomes operationally meaningful. The article synthesizes peer-reviewed and institutional literature relevant to people, leadership, work-design, and organizational change systems, emphasizing mechanisms, boundary conditions, and measurement choices rather than a universal average effect. Evidence associated with Edmondson et al., 2014 and Marler et al., 2017 is read with the wider source set to distinguish formal adoption from effective use, short-term response from durable capability, and observed association from causal interpretation. The synthesis identifies complementary roles for capability building and coaching, team interdependence, and governance or coordination routines. No survey, interview, experiment, proprietary dataset, or regression estimate is represented as having been collected for this conceptual review.]]>
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