The dynamic correlation between corporate governance and strategy to inform organisational resilience
DOI:
https://doi.org/10.24023/FutureJournal/2175-5825/2025.v17i1.929Palavras-chave:
Corporate Governance, Governance Frameworks, Organisational Resilience, Stakeholder Engagement, StrategyResumo
Purpose: This paper investigates the complex interplay between corporate governance and strategic decision-making, emphasising how these dimensions enhance organisational resilience. It aims to clarify how robust governance frameworks can drive sustained organisational success by analysing the reciprocal influences between governance structures and strategic choices.
Originality/Value: The study addresses a significant theoretical gap by examining the dynamic interaction between corporate governance and organisational strategy, an area that has received limited scholarly attention. The findings contribute to the continuous discourse on organisational sustainability and governance practices by ascribing the mechanisms through which these elements collaboratively promote organisational resilience.
Methods: The study employs a comprehensive systematic literature review, analysing various corporate governance models and their impacts on strategic decision-making processes. Utilising a qualitative methodology, the research draws perspectives from case studies and extant literature to explain the correlations between governance frameworks and organisational strategic initiatives.
Results: The study’s findings highlight that robust corporate governance, with well-articulated strategies, is key for promoting organisational resilience. It establishes that governance and strategy are interdependent; effective governance enhances accountability and ethical conduct. Furthermore, aligning governance practices with strategic goals is shown to facilitate sustainable growth and generate long-term stakeholder value. Moreover, the research highlights the critical role of stakeholder engagement in shaping governance practices that bolster strategic initiatives.
Conclusions: The paper concludes that organisations with a narrow governance focus are often ill-equipped to handle crises due to a lack of resilience. Conversely, those that develop comprehensive resilience frameworks demonstrate a sizeable capability to overcome challenges and uncertainties. These arguments underline the necessity of integrative governance and strategic planning, offering significant implications for practitioners and theorists in organisational management and organisational behaviour.
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