The objectives of this study are fourfold. First, an analysis will be conducted of the relationship between the novel revenue generation model resilience and short-term and long-term organizational growth, with consideration given to both the linear and nonlinear aspects of such a relationship within the framework of dynamic capability and organizational adaptation processes. Second, the role of the Organization Adaptation through Transparency in Crisis Response (OATCR) mechanism is studied and described. This mechanism integrates dynamic capability and transparent communication as an institutional mechanism that determines the conditions and effectiveness of accelerating the conversion of strategic potential into organizational growth without acting as a direct driver of performance. Third, the nonlinear aspects and interactive relationship of the novel revenue generation model resilience (RMF) to short-term and long-term organizational growth are analyzed, with consideration given to the role of the Organization Adaptation through Transparency in Crisis Response (OATCR) mechanism as a condition determining the effectiveness of such a relationship. Finally, a comparison will be made of the role of the novel revenue generation modemodel'sl resilience to short-term. This essay explores the functioning of the Organization Adaptation through Transparency in Crisis Response (OATCR) mechanism, with a view to long-term organizational growth under different levels.
This study employs a mixed-methods design, integrating documents with quantitative research methodologies. The sample consisted of 217 senior executives from small, medium, and large-sized businesses facing market crises in six industries across 52 countries in three regions. Data were collected using questionnaires and analyzed using structural equation modeling.
The findings of this study demonstrated that business model resilience exhibited a positive correlation with organizational growth in both the short term (β = 0.174, p < 0.001) and the long term (β = 0.267, p < 0.001), with the long-term effect being more pronounced. Furthermore, the relationship is nonlinear; the effect of resilience increases significantly when the organization accumulates a high level of capability (βF² = 0.274, p < 0.001) (2), while the Organization Adaptation through Transparency in Crisis Response (OATCR) mechanism has a positive effect on long-term growth (β = 0.340, p < 0.001), but no direct effect was found in the short term. Furthermore, it was determined that combining business model resilience with a high level of OATCR may result in a reduction of the marginal return on growth (β = −0.172, p < 0.05) (4). This study posits that organizational growth is the consequence of adaptation processes, both temporal and structural, rather than the result of sudden strategic decisions. Rather, it is the result of adaptation processes that require time, the accumulation of capabilities, and the appropriate arrangement of internal structures.