Sep 2026· Account and Financial Management Journal· 0 citations
Abstract
Organizations increasingly operate under conditions in which uncertainty, sustainability pressures, operational disruption, regulatory change, technological interdependence, and financial volatility interact rather than occur independently. This qualitative literature review examines how finance can become an integrating mechanism for organizational resilience by connecting sustainability-related financial disclosure, business continuity management, enterprise risk management, governance, compliance, and strategic decision-making. Particular attention is given to Indonesia’s PSPK 1, its conceptual relationship with IFRS S1, ISO 22301 business continuity management, and integrated Governance, Risk and Compliance (GRC). Drawing on peer-reviewed literature published predominantly from 2020 to 2026 and authoritative standard-setting documents, the review identifies six interconnected themes: uncertainty requires organizational sensemaking; sustainability risks require financial translation; business continuity converts risk knowledge into executable capability; integrated GRC establishes ownership and assurance; finance connects risks to liquidity, capital allocation, and performance; and organizational resilience depends on continuous learning rather than static compliance. The article proposes a Finance-Led Resilience Integration Loop (FLRIL) comprising six recurring stages: Sense and Frame, Govern and Prioritize, Stress and Continue, Allocate and Execute, Disclose and Assure, and Learn and Adapt. The synthesis suggests that decision superiority arises not from possessing more information, but from integrating sufficiently reliable information with governance, continuity capability, financial resources, and timely action. Practical recommendations are provided for organizations preparing for PSPK 1 implementation and seeking to move from disclosure readiness toward enterprise-wide resilience readiness.
A GRC-to-resilience framework and a four-stage maturity model for Saudi organizations are presented, concluding that resilience relies more on the integration of GRC into strategy, operations, data architecture, learning routines, and board oversight than the mere existence of GRC functions.
Essam Ali Hassan Abdelaal· Global academic journal of e...· 0 citations
Indonesia’s palm oil sector provides an unusually demanding setting in which to examine the gap between formally coherent resilience frameworks and their practical implementation. Sustainability-related financial disclosure, certification, deforestation-free supply-chain requirements, business continuity, governance, r...
Loso Judijanto· Account and Financial Manage...· 0 citations
Supply chain management (SCM) has evolved from a tactical logistics function to a strategic imperative for
organizational competitiveness. This review paper synthesizes contemporary literature to examine the architecture of
advanced supply chain management, focusing on the integration of sourcing, procurement, operatio...
Adebọwale A. Adedokun· International Journal of Inn...· 0 citations
The financial sector is highly dependent on ICT third-party service providers for the delivery of critical business processes. The Digital Operational Resilience Act (DORA), which came into force on 17 January 2025 and applies to all European Union financial institutions, has significantly increased the regulatory and...
Julija Saveljeva, Tatjana Volkova· International Scientific Con...· 0 citations
This study examines how sustainability knowledge relates to perceptions of corporate security and organizational resilience among future business professionals. Amid rising Environmental, Social, and Governance (ESG) requirements and the European Union’s implementation of the Corporate Sustainability Reporting Directiv...
Danguolė Oželienė, Dileta Jatautaitė· Public Security and Public O...· 0 citations
Indonesia's reorganisation of state-entrusted oil palm assets has created an unusual governance problem: large, heterogeneous plantation portfolios must remain operational and productive while their legal status, infrastructure, managerial capability, community relations and environmental exposure are being normalised....
Loso Judijanto· Account and Financial Manage...· 0 citations
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