Current research highlights how organizations respond to environmental change through defensive or adaptive resilience strategies. However, in highly dynamic environments, a sole focus on responding to threats leads to constant organizational stress. We propose that organizations excel by not only responding to change but also enacting it, a capability we call enactive resilience. Ultimately, different resilience strategies may overlap, and their relative importance depends on the nature of change, the existential development of an event, and the degree of dynamism in the environment. To enhance an organization’s ability to manage trade-offs and improve overall resilience, we further propose a portfolio of resilience strategies that includes defensive, adaptive and enactive approaches. This paper outlines the dimensions of this portfolio and suggests directions for future research.
