A Framework for Building Resilience with Adaptive Leadership and AI Readiness in Contemporary South Asian Organizations

Abstract

While AI is often viewed as a strategic resource for improving efficiency and competitiveness, its outcomes remain uneven across organizations. Limited conceptual clarity remains regarding how artificial intelligence adoption contributes to organizational resilience, particularly in turbulent South Asian contexts. This paper argues that the missing link lies in AI readiness, conceptualized as a multidimensional capability that reflects the extent to which organizations and their employees are prepared to adopt, use, and adapt to AI technologies. Based on an integrative review, the study draws on the Resource-Based View, dynamic capabilities theory, and leadership perspectives to develop a conceptual framework that positions AI readiness as a mediating mechanism between leadership and organizational resilience. Leadership is conceptualized as an enabling force that shapes organizational conditions and supports capability development, while AI readiness facilitates the translation of technological potential into adaptive capacity. Organizational resilience is viewed as a dynamic capability involving anticipation, coping, and adaptation under disruption. The study further situates this framework within the context of South Asian economies characterized by institutional volatility, resource constraints, and uneven digital maturity. It argues that under such conditions, leadership-enabled AI readiness becomes particularly critical for sustaining organizational performance. The paper contributes to theory by integrating leadership, AI readiness, and resilience within a capability-based framework and offers practical insights for organizations seeking to navigate technological change in turbulent environments.