Article: Building organisational strategic resilience through leadership, design thinking, and business modelling Journal: International Journal of Business and Emerging Markets (IJBEM) 2026 Vol.18 No.5 pp.1 - 26 Abstract: This study addresses the increasing need for strategic resilience in volatile, uncertain business environments, and emerging markets. It integrates leadership, design thinking, and business modelling - three areas traditionally studied separately - into a single conceptual framework that supports resilience as a continuous organisational capability. The conceptual study develops the strategic resilience integration framework (SRIF), which combines insights from leadership studies, design thinking methodologies and business modelling literature into a systematic, four-phase cycle of assessment, design, implementation and review. This structure illustrates how cultural alignment, adaptive innovation, and structural coherence interact to build organisational resilience and strengthen competitiveness. Together, these elements position resilience as an organisation-wide capability rather than an ad hoc reaction. Furthermore, this study advances resilience theory by connecting three major management fields that are rarely combined in existing research and offers theoretical insights and practical guidance for executives seeking to embed resilience into their organisational strategy and performance management. Inderscience Publishers - linking academia, business and industry through research

Title: Building organisational strategic resilience through leadership, design thinking, and business modelling

Authors: Anthony Jhosset Gonzalez Rodriguez; Andrey A. Kolyada

Addresses: Eurasian Management and Administration School (EMAS Business School), Moscow, Russia ' Eurasian Management and Administration School (EMAS Business School), Moscow, Russia

Abstract: This study addresses the increasing need for strategic resilience in volatile, uncertain business environments, and emerging markets. It integrates leadership, design thinking, and business modelling - three areas traditionally studied separately - into a single conceptual framework that supports resilience as a continuous organisational capability. The conceptual study develops the strategic resilience integration framework (SRIF), which combines insights from leadership studies, design thinking methodologies and business modelling literature into a systematic, four-phase cycle of assessment, design, implementation and review. This structure illustrates how cultural alignment, adaptive innovation, and structural coherence interact to build organisational resilience and strengthen competitiveness. Together, these elements position resilience as an organisation-wide capability rather than an ad hoc reaction. Furthermore, this study advances resilience theory by connecting three major management fields that are rarely combined in existing research and offers theoretical insights and practical guidance for executives seeking to embed resilience into their organisational strategy and performance management.

Keywords: organisational resilience; leadership; design thinking; business modelling; competitive advantage; emerging markets; strategic resilience integration framework; SRIF.

DOI: 10.1504/IJBEM.2026.151716

International Journal of Business and Emerging Markets, 2026 Vol.18 No.5, pp.1 - 26

Received: 10 Dec 2025
Accepted: 22 Jan 2026
Published online: 16 Feb 2026 *

Title: Building organisational strategic resilience through leadership, design thinking, and business modelling

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