Leveraging the intellectual capital of a resilient organization in crisis threat situations (case studies)

Andrzej Chodyński | Andrzej Frycz Modrzewski Krakow University
ORCID 0000-0003-4962-5143

Vladyslava Kornilova | Andrzej Frycz Modrzewski Krakow University
ORCID 0009-0005-8676-6342

„Bezpieczeństwo. Teoria i Praktyka”, 1/2026, s. 67-80
https://doi.org/10.31749/2451-0718-btip-2026-1-004
PDF: English

Leveraging the intellectual capital of a resilient organization in crisis threat situations (case studies)

Abstract: The impact of an organization’s intellectual capital on resilient behavior was determined. The links between intellectual capital elements and specific areas of A. Stephenson’s organizational resilience model were discussed. It was emphasized that a resilient organization is not only capable of anticipating potential threats but, should they occur, of implementing behaviors that enable survival in crisis conditions. It should also enable the organization’s further development. Based on the analysis of case studies of three companies from different sectors, exposed to various types of threats (COVID-19, war, hurricanes), practical possibilities for utilizing individual elements of intellectual capital were identified: human, organizational, and relational. The importance of innovative activities was emphasized. The particular importance of the Stephenson model’s areas was demonstrated, such as employee engagement, innovation and creativity, knowledge utilization, efficient decision-making, proactive attitude, and effective partnership, with the key role of stakeholders emphasized.

Key words: organizational resilience, intellectual capital, innovative behavior, crisis management, A. Stephenson’s resilience model, case studies