Strategies for Organizational Resilience in 10 Romanian Companies in the Context of Global Transformations. An Exploratory Study (Stage I)

Abstract

In a global ecosystem marked by uncertainty – from logistical disruptions and geopolitical tensions to accelerated digital transformations – an organization's resilience can no longer be guaranteed by its financial resources alone. This paper presents the results of the first stage of an exploratory study, part of doctoral research, which investigates organizational resilience strategies in the Romanian business environment. The main objective is to analyze how organizations adapt their crisis management mechanisms and communication processes under the pressure of global uncertainty. The methodology adopted is qualitative, based on semi-structured interviews with general managers, owners, and PR specialists from 10 companies active in various sectors. The research is structured around eight fundamental themes, from defining the concept of crisis to post-event learning processes. Preliminary results highlight a dichotomy between the intuitive agility of local firms and the procedural rigor of multinationals, both converging, however, towards the need for "organizational intelligence" (Iacob & Cismaru, 2019). The findings emphasize that ethics and radical transparency are no longer mere public relations options, but essential strategic capabilities for maintaining legitimacy in the digital age. The paper aligns with the theme of the conference "Sustainability and Economic Resilience in the Context of Global Systemic Transformations," demonstrating that the long-term sustainability of organizations depends on their ability to transform disruptions into stored procedural experience. This initial stage lays the foundation for the subsequent expansion of the sample, providing valuable insight into how economic resilience is built through strategic communication and ethical responsibility in emerging economies. UDC: 005.21:334.72:339.9(498); JEL: M14, M10, L20