Business Strategy and Global Uncertainty: A Framework for Resilience and Adaptation
Research Article
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Business Strategy and Global Uncertainty: A Framework for Resilience and Adaptation

Fengyi Duan 1*
1 China Agriculture University
*Corresponding author: fengyiduan6@gmail.com
Published on 22 October 2025
Journal Cover
AEMPS Vol.231
ISSN (Print): 2754-1177
ISSN (Online): 2754-1169
ISBN (Print): 978-1-80590-463-2
ISBN (Online): 978-1-80590-464-9
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Abstract

The current global landscape is characterized by increasing uncertainty, driven by factors such as economic volatility, technological disruptions, environmental challenges, and geopolitical shifts. These forces have rendered traditional strategic frameworks—often reliant on linear and predictable models—ill-suited to the complexities of today's dynamic environment. This paper explores the implications of this uncertainty for business strategy and argues for a more adaptive approach centered on resilience and agility. Drawing on an analysis of key drivers of uncertainty, including fluctuating markets, rapid technological innovation, climate change, and rising geopolitical tensions, the study proposes a comprehensive framework for building resilient business strategies. The framework integrates four core components: continuous environmental scanning and sensing, robust risk management processes, the development of adaptive capacity through organizational learning and innovation, and proactive stakeholder engagement. By embedding these elements into strategic planning, businesses can not only withstand shocks and disruptions but also seize emerging opportunities in turbulent times. Ultimately, this paper contributes to both academic discourse and managerial practice by offering actionable guidance for navigating uncertainty and positioning organizations for sustainable long-term success.

Keywords:

Business Strategy, Global Uncertainty, Resilience, Risk Management, Adaptation

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Duan,F. (2025). Business Strategy and Global Uncertainty: A Framework for Resilience and Adaptation. Advances in Economics, Management and Political Sciences,231,103-107.

References

[1]. Reinhart, C. M., & Rogoff, K. S. (2009). This time is different: Eight centuries of financial folly. Princeton University Press.

[2]. Bloom, N. (2014). Fluctuations in uncertainty. Journal of Economic Perspectives, 28(2), 153–176. https: //doi.org/10.1257/jep.28.2.153

[3]. Brynjolfsson, E., & McAfee, A. (2014). The second machine age: Work, progress, and prosperity in a time of brilliant technologies. W. W. Norton & Company.

[4]. Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy: Toward a next generation of insights. MIS Quarterly, 37(2), 471–482. https: //doi.org/10.25300/MISQ/2013/37: 2.3

[5]. IPCC. (2022). Climate change 2022: Impacts, adaptation and vulnerability. Intergovernmental Panel on Climate Change. https: //www.ipcc.ch/report/ar6/wg2/

[6]. Eccles, R. G., Lee, L.-E., & Stroehle, J. C. (2020). The social origins of ESG: An analysis of Innovest and KLD. Organization & Environment, 33(4), 575–596. https: //doi.org/10.1177/1086026619888994

[7]. Witt, M. A. (2019). De-globalization: Theories, predictions, and opportunities for international business research. Journal of International Business Studies, 50(7), 1053–1077.

[8]. Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40–49. https: //doi.org/10.1016/j.lrp.2017.06.007

[9]. Kaplan, R. S., & Mikes, A. (2012). Managing risks: A new framework. Harvard Business Review, 90(6), 48–60.

[10]. Williams, T. A., Gruber, D. A., Sutcliffe, K. M., Shepherd, D. A., & Zhao, E. Y. (2017). Organizational response to adversity: Fusing crisis management and resilience research streams. Academy of Management Annals, 11(2), 733–769. https: //doi.org/10.5465/annals.2015.0134

[11]. Doz, Y. L., & Kosonen, M. (2010). Embedding strategic agility: A leadership agenda for accelerating business model renewal. Long Range Planning, 43(2–3), 370–382. https: //doi.org/10.1016/j.lrp.2009.07.006

[12]. Day, G. S., & Schoemaker, P. J. H. (2016). Adapting to fast-changing markets and technologies. California Management Review, 58(4), 59–77. https: //doi.org/10.1525/cmr.2016.58.4.59

[13]. Sheffi, Y. (2005). Building a resilient supply chain. Harvard Business Review, 83(10), 1–4.

[14]. Freeman, R. E., Phillips, R., & Sisodia, R. (2020). Tensions in stakeholder theory. Business & Society, 59(2), 213–231. https: //doi.org/10.1177/0007650318773750

References

[1]. Reinhart, C. M., & Rogoff, K. S. (2009). This time is different: Eight centuries of financial folly. Princeton University Press.

[2]. Bloom, N. (2014). Fluctuations in uncertainty. Journal of Economic Perspectives, 28(2), 153–176. https: //doi.org/10.1257/jep.28.2.153

[3]. Brynjolfsson, E., & McAfee, A. (2014). The second machine age: Work, progress, and prosperity in a time of brilliant technologies. W. W. Norton & Company.

[4]. Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy: Toward a next generation of insights. MIS Quarterly, 37(2), 471–482. https: //doi.org/10.25300/MISQ/2013/37: 2.3

[5]. IPCC. (2022). Climate change 2022: Impacts, adaptation and vulnerability. Intergovernmental Panel on Climate Change. https: //www.ipcc.ch/report/ar6/wg2/

[6]. Eccles, R. G., Lee, L.-E., & Stroehle, J. C. (2020). The social origins of ESG: An analysis of Innovest and KLD. Organization & Environment, 33(4), 575–596. https: //doi.org/10.1177/1086026619888994

[7]. Witt, M. A. (2019). De-globalization: Theories, predictions, and opportunities for international business research. Journal of International Business Studies, 50(7), 1053–1077.

[8]. Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40–49. https: //doi.org/10.1016/j.lrp.2017.06.007

[9]. Kaplan, R. S., & Mikes, A. (2012). Managing risks: A new framework. Harvard Business Review, 90(6), 48–60.

[10]. Williams, T. A., Gruber, D. A., Sutcliffe, K. M., Shepherd, D. A., & Zhao, E. Y. (2017). Organizational response to adversity: Fusing crisis management and resilience research streams. Academy of Management Annals, 11(2), 733–769. https: //doi.org/10.5465/annals.2015.0134

[11]. Doz, Y. L., & Kosonen, M. (2010). Embedding strategic agility: A leadership agenda for accelerating business model renewal. Long Range Planning, 43(2–3), 370–382. https: //doi.org/10.1016/j.lrp.2009.07.006

[12]. Day, G. S., & Schoemaker, P. J. H. (2016). Adapting to fast-changing markets and technologies. California Management Review, 58(4), 59–77. https: //doi.org/10.1525/cmr.2016.58.4.59

[13]. Sheffi, Y. (2005). Building a resilient supply chain. Harvard Business Review, 83(10), 1–4.

[14]. Freeman, R. E., Phillips, R., & Sisodia, R. (2020). Tensions in stakeholder theory. Business & Society, 59(2), 213–231. https: //doi.org/10.1177/0007650318773750

Cite this article

Duan,F. (2025). Business Strategy and Global Uncertainty: A Framework for Resilience and Adaptation. Advances in Economics, Management and Political Sciences,231,103-107.

Data availability

The datasets used and/or analyzed during the current study will be available from the authors upon reasonable request.

About volume

Volume title: Proceedings of ICEMGD 2025 Symposium: Resilient Business Strategies in Global Markets

ISBN: 978-1-80590-463-2(Print) / 978-1-80590-464-9(Online)
Editor: Florian Marcel Nuţă, Li Chai
Conference website: https://2025.icemgd.org/CAU.html
Conference date: 20 September 2025
Series: Advances in Economics, Management and Political Sciences
Volume number: Vol.231
ISSN: 2754-1169(Print) / 2754-1177(Online)

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