Dynamic Capability Theory as a Foundation for Organizational Resilience: Key Factors Influencing Gastronomic Firms in the COVID-19 Context

Abstract

The COVID-19 pandemic has profoundly disrupted the global gastronomy sector, forcing organizations to adapt rapidly to ensure survival and competitiveness. Grounded in the dynamic capabilities theory, this study identifies and justifies the fundamental role of organizational innovation, competitive intelligence, and entrepreneurial creativity as key drivers of organizational resilience in this context. Organizational innovation emerges as a critical lever for enhancing adaptability and improving processes, while competitive intelligence enables strategic foresight and informed decision-making. Entrepreneurial creativity, with its focus on innovative solutions and risk-taking, acts as a catalyst for sustaining operations in dynamic and uncertain environments.

The proposed conceptual model highlights the interplay of these dimensions and their collective contribution to building resilience during crises. This theoretical research provides managers and policymakers with practical insights to foster organizational resilience by leveraging these strategic drivers. It contributes to the academic discourse by offering an integrated framework for gastronomic organizations to navigate future disruptions effectively through innovation, intelligence, and creativity.