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The purpose of this paper is to define the main dimensions/aspects of resilient organizations and propose a benchmarking model to assess an organization's resilience in the context of uncertainty.

The systematic literature review method was applied to collect and synthesize relevant scientific literature from 2001 to 2022 to construct and validate a methodological approach.

This paper proposes a conceptualization of organizational resilience as the capacity of an organization to first remain stable; then prepare, absorb and recover after a crisis; adapt to the new environment; and, finally, use the developed experience to enhance the capacity for transformation, playing an essential role for coping with uncertainty.

Resilience is recognized as organizations’ ability to adapt to the new conditions, influenced by the crises. Moreover, it supports the recognition of the learning phase that allows for growth by constantly learning from emerging situations and gaining unique experiences. These observations allow us to suggest the twofold approach. The first distinguishes the resilience as organizations’ ability to adapt to the changing environment, that is, bounce back, while the second highlights the importance of learning capacity, that is, bounce forward.

The authors suggest to adopt the conceptual framework of the bounce forward phenomenon using the Resilient Organizations’ Resilience Benchmark Tool to assess organizational resilience. This would determine the overall resilience by identifying the links between bouncing back (preparing, absorbing, recovering and adapting) and bouncing forward (enhancing learning capacity).

Having reviewed the methodologies in the extant literature to evaluate organizational resilience and explored the similarities and differences between them, the authors concluded that the Resilient Organizations Resilience Benchmark Tool (2017) is the most appropriate three-dimensional tool because of its universality and comprehensive scope. These three dimensions consist of: leadership and culture; networks; and change readiness. This methodology assesses organizations' perspectives regarding resilience based on their ability to respond to and manage crises and their ability to bounce forward successfully.

This paper aims to model organizational resilience structure. Based on the central insights of the scientific literature, organizational resilience is modelled as the result of an organizational capacity to bounce-back and bounce-forward.

The paper is based on a quantitative empirical study to support the structural perspective of organizational resilience and investigate the relationships among the dimensions to test the above hypothesis by applying confirmatory factor analysis (CFA) and structural equation modelling (SEM) methods.

The results confirmed three models that could be adopted to assess organizational resilience. The first model endorsed endogenous positive interrelationship among all three dimensions. The second model indicated that bounce-back dimensions, i.e. network and leadership and culture, have endogenous effects. Only the leadership and culture dimension is positively associated with a bounce-forward, i.e. change-ready and learning dimension. And the third model demonstrated that the network dimension is linked to leadership and culture, which is linked to the change ready and learning dimension.

This study attempts to provide empirical evidence identifying the links between the bounce-back and bounce-forward stages of organizational resilience. These results contribute to the development of organizational resilience theory, confirming the conceptual statements that resilience is the ability to return to the routine and to adapt to the changing environment by overcoming dynamic events, stressing the idea of the importance of enhanced learning capacity, which allows for growth by constantly learning from oneself by gaining unique experiences.

Crowdfunding models recently emerged as relevant enhancing systems aimed at fostering innovation and entrepreneurial dynamics. Accordingly, great attention has been paid to seeker firms' characteristics and platforms. For this reason, adopting a holistic knowledge-based perspective on crowdfunding is essential. This paper first identifies and categorizes the potential knowledge-based dimensions grounding crowdfunding and technological scouting strategies to provide a theoretically-grounded framework potentially useful for driving decision-making processes. Then, it is applied to interpret a real crowdfunding strategy developed by an Italian platform in the field of the real estate sector.

The paper combines deductive and inductive approaches. After elaborating a conceptual framework identifying the potential knowledge-based dimensions for a crowdfunding strategy, it is tested and applied by re-interpreting a real crowdfunding strategy.

The study identifies the potential knowledge assets dimensions grounding a crowdfunding strategy through elaborating a dedicated conceptual framework. Then, the case study enriches the proposed conceptual arguments with a set of empirical evidence.

The paper provides a conceptual framework capable of fostering a specific research stream and carrying out a first holistic and systematic knowledge-based perspective. The authors believe that their research may provide a relevant contribution to the existing literature, depicting a comprehensive picture of the intellectual capital components that seekers have to identify and manage in crowdfunding. While doing so, the study significantly addresses the challenge launched by Troise et al. (2021) in order to enrich prior but highly fragmented studies on the role of intellectual capital components in crowdfunding.

The analysis of the models and tools developed and discussed can be useful to support the elaboration and the application of practical knowledge-based approaches, protocols and routines for the value generation in the crowdfunding field and to drive the designer of crowdfunding platforms and strategies to develop more effective and impactful initiatives and campaigns. Accordingly, when elaborating a crowdfunding strategy, it should be effectively highlighted that seekers have and are capable of managing intellectual capital in different manners. This is particularly true for new ventures that are generally challenged to provide information about their quality, in particular about founders, their previous experiences, potential and real networks and partnerships, innovation capacity.

This paper contributes to the further development of the crowdfunding literature according to a knowledge-based perspective.