Abstract
The purpose of this study is to analyze the strategic organizational learning approach to dynamic resilient capabilities. A scoping review of the theoretical and empirical literature on organizational dynamic resilience capability reveals gaps to be addressed to improve the conceptualization. Under the assumption of some attributes and properties, it is viable to study the organizational resilience learning process leading to the analysis of the organizational resilience strategies. Resilience is addressed through turnaround and dynamic capabilities. Organizational resilience is critical to possessing dynamic capabilities attracting new resources, design strategies, and learning to overcome rigidity and regain stability.
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