This study investigates the impact of circular economy (CE) strategies on organizational resilience (OR) within the metal industry, focusing on a case study of a forging department in a large manufacturing company. The idea of the paper is to link the macroeconomic topic of circular economy (CE) with microeconomic and practical activities in the organization, exploring how CE principles can improve resource efficiency, sustainability, and organizational resilience. A systematic literature review and case study methodology were used to assess the relationship between CE and OR. The findings reveal that companies with higher circularity demonstrate better resilience, both in normal operations and during crises. Specifically, in the case study, the closure of the forging department, following a detailed analysis using the Inputs–Mediators–Outputs (IMO) model, emerged as the most sustainable option, yielding financial, environmental, and operational benefits. This decision aligned with the company’s long-term goals of energy efficiency and carbon neutrality. The research highlights the significance of integrating CE strategies with business processes to not only achieve sustainability but also to build a more adaptable and resilient organization. Future research should explore broader applications of this framework across different industries to strengthen the links between circular economy practices and organizational resilience.

Społeczna odpowiedzialność biznesu (Corporate Social Responsibility - CSR) jest koncepcją, która u swoich podstaw zakłada odpowiedzialność przedsiębiorstw za ich wpływ na społeczeństwo. Działania CSR powinny być określone w strategii przedsiębiorstwa oraz przejawiać się poprzez inicjatywy uwzględniające zrównoważony rozwój, a także relacje z różnymi grupami interesariuszy. Odpowiednio zrozumiana i wdrożona koncepcja CSR w organizacji jest strategią korzystną dla wszystkich zainteresowanych stron. Obecnie choć organizacje biznesowe coraz chętniej włączają kwestie CSR-u do swojej działalności gospodarczej, to jednak w literaturze przedmiotu nadal występuje niewielka liczba opracowań odnoszących się do zarządzania projektami w myśl zasad społecznej odpowiedzialności. Celem artykułu jest ukazanie miejsca CSR w obszarze zarządzania projektami, a także próba odpowiedzi na pytanie, jakie są podstawowe obszary łączące koncepcję społecznej odpowiedzialności i zarządzania projektami. Zasadniczym wnioskiem z przeprowadzonej analizy jest fakt, że obie koncepcje - CSR i zarządzanie projektami, oprócz tego, że są komplementarne, to można je łączyć nie tylko w celu poprawy zarządzania strategicznego organizacji, ale także w szerszym kontekście, w celu służenia dobru zarówno lokalnej społeczności jak i całemu społeczeństwu.

This study investigates the impact of circular economy (CE) strategies on organizational resilience (OR) within the metal industry, focusing on a case study of a forging department in a large man-ufacturing company. The idea of the paper is to link the macroeconomic topic of circular economy (CE) with microeconomic and practical activities in the organization, exploring how CE principles can improve resource efficiency, sustainability, and organizational resilience. A systematic literature review and case study methodology were used to assess the relationship between CE and OR. The findings reveal that companies with higher circularity demonstrate better resilience, both in normal operations and during crises. Specifically, in the case study, the closure of the forging department, following a detailed analysis using the Inputs-Mediators-Outputs (IMO) model, emerged as the most sustainable option, yielding financial, environmental, and operational benefits. This decision aligned with the company’s long-term goals of energy efficiency and carbon neutrality. The research highlights the significance of integrating CE strategies with business processes to not only achieve sustainability but also to build a more adaptable and resilient organization. Future research should explore broader applications of this framework across different industries to strengthen the links between circular economy practices and organizational resilience.

Purpose: Organizational resilience is an individual characteristic of each organization, the strengthening of which requires a variety of measures. The myriad of articles about resilience causes problems in a practical approach hence the idea of this article is to simplicity the state of the art. The purpose of this article is to summarize the literature and identify a practical framework that could be a start toward strengthening organizational resilience. Design/methodology/approach: The analysis was conducted on the basis of a literature review to identify elements creating organizational resilience. Findings: As a result of the literature analysis, a framework that make up organizational resilience was created. Research limitations/implications: The universality of the framework facilitates a practical approach to strengthening organizational resilience in an organization, but at the same time may limit effectiveness and efficiency due to the dissimilarity of individual organizations and the changing circumstances of operations. These issues are worthy of attention in subsequent studies-both qualitative and quantitative-in organizations across industries and territories. Practical implications: Application of framework in an organization makes it possible to assess what actions should be deliberately taken to strengthen organizational resilience. Originality/value: The article analyses elements, factors and enablers of organizational resilience in previously unpresented form. The research results are helpful for practitioners and researchers alike.

Purpose: This study aims to operationalize and empirically examine the concepts of resilience and antifragility in the context of business-to-business firms by analyzing how organizations discursively frame risk and adaptation during earnings calls. We address the gap in scalable, firm-level measurement of these dynamic capabilities and investigate their temporal evolution across crisis periods. Design/methodology/approach: We develop a novel NLP-based pipeline that processes over 17,000 earnings call transcripts (2015–2021) from production-sector firms. The pipeline combines rule-based text processing, transformer-based sentiment models (FinBERT), and domain-specific lexicons to extract sentence-level indicators. Composite scores for risk exposure, resilience, and antifragility are computed and analyzed longitudinally. A clustering approach segments firms into four adaptive archetypes. Findings: The study reveals four distinct discursive archetypes that vary in their orientation toward resilience and risk. Firms shift between these archetypes over time, suggesting a dynamic discursive adaptation process. High-performing firms exhibit narrative strategies that frame adversity as an opportunity, reinforcing stakeholder confidence and signaling adaptive capability. Originality/value: This research extends dynamic capabilities theory by conceptualizing discourse as a strategic intangible asset. It introduces a novel methodology for quantifying organizational discourse and links discursive agility to firm competitiveness. The findings have practical implications for B2B firms seeking to manage stakeholder perceptions and enhance adaptive marketing capabilities through strategic communication.