Dynamism

In  recent  years,  the  concept  of  organizational  resilience  has  largely attracted  the  interest  of  academicians  and  practitioners  alike. A  fair number of researches have been conducted on developing the concept of organizational  resilience.  However,  there  seems  to  be  a  lack  of consensus over its conceptualization mainly because the concept itself is prodigious and is used in a variety of disciplines. Furthermore, research within  the  domain  of  organizational  resilience  has  been  outcome oriented; however, questions addressing the drivers of resilience are yet to  be  answered.  On  the  other  hand,  research  within  the  domain  of dynamic  capabilitiesview  have  long  been  criticized  as  tautological, resistant to operationalization,  and  lacking  the  unification  of  thought. However,  there  exists  a  sufficient  degree  of  conceptual  similitude between  the  two  concepts,  mainly  due  to  their  epistemological similarities  grounded  within  the  theoretical  assumptions  of  chaotic systems, environmental dynamism, and systems thinking. Incorporating both  perspectives  in  parallel  for  understanding  the  theoretical connections can lead to clarifications at an ontological level. Therefore, this  paper  attempts  to  propose  a  holistic  model  of  organizational resilience  by  incorporating  a  lens  metaphor  of  dynamic  capabilities view.  This paper  is  divided  into four  sections. The first  section of  this paper  lays  down  the  multidisciplinary  discourses  within  the  realm  of organizational    resilience.    The    second    section    highlights    the management  discourse  about  the  conceptualization  of  organizational resilience.  The  third  section  of  this  paper  uses  a  lens  metaphor  ofdynamic capabilities view in an attempt to add depth to the concept of organizational  resilience.  The  fourth  and  the  final  section  attempts  to propose  the  drivers  of  organizational  resilience  from  a  strategic viewpoint.