Building Organizational Resilience in International Joint Ventures under Dynamic Environments: Empirical Evidence from Chinese Power Enterprises in South Asia
Abstract
horizons. When situated in volatile environments like South Asia, and faced with "Black Swan" events such as the COVID-19 pandemic,
the survival of these firms depends on "Organizational Resilience"the ability to anticipate, buffer, and adapt to shocks. This paper presents
a longitudinal case study of a major China-Bangladesh power generation joint venture (2018-2024). Drawing on the Dynamic Capabilities
framework, it examines how the Top Management Team (TMT) constructed resilience through three mechanisms: cognitive anticipation (strategic vigilance), behavioral agility (resource reconfiguration), and contextual integration (cross-cultural cohesion). The findings reveal that in
large-scale infrastructure projects, resilience is not merely a defensive response to crisis but a proactive strategic asset cultivated by "Ambidextrous Leadership"balancing efficiency in routine operations with flexibility in crisis response.
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DOI: http://dx.doi.org/10.70711/frim.v4i5.9380
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