Organizational adaptability refers to modifications and alterations in the organization or its components in order to adjust to changes in the external environment. Its purpose is to restore equilibrium to an imbalanced condition (Cameron, 1984). Adaptability concepts in organizational literature have not yet been well defined.
Organizations need to be increasingly adaptable, versatile, and tolerant of uncertainty to operate effectively in changing and varied environments. However, many researchers use concepts with various terms such as adaptability, flexibility, and versatility. Therefore, the ability of the enterprise to respond to unpredictable changes and how to deal with uncertain environments includes the notion of being an adaptive, agile, and flexible organization. Authors use these concepts synonymously and define the overarching concepts as “the ability to adjust and respond to change effectively” (Phillips & Wright, 2009, p. 1074).
Today, organizational adaptability has received increased research attention. For organizations to survive and succeed in a turbulent and unpredictable environment, adaptation or adaptability is assumed to be of major importance and can be considered as an “important skill for survival” (Dreyer & Gronhaug, 2004, p. 485). Adaptability has become an important factor in achieving competitive. Mainstream strategy literature emphasizes the importance of adaptability as a precondition for successful business (Tuominen, Rajala, & Moller, 2004). This study analyzes the construct of adaptive capacity and one of the two overarching dimensions of organizational resilience along with the planning dimension.