The limitations of conventional strategic management models intended for stability and efficiency are being revealed by organizations functioning in circumstances marked by systemic uncertainty, technology acceleration, and growing sustainability concerns. Even while earlier studies have separately improved knowledge-based theory, business risk management, and governance studies, these fields are still conceptually disjointed. By creating an integrated framework that describes how knowledge, risk, and governance structures link to produce strategic resilience, this study tackles fragmentation. The study employs systematic coding and interpretive analysis to identify key components of adaptive strategic competence through a qualitative thematic synthesis of 126 current scholarly sources enhanced by expert validation interviews. The results show a recursive alignment cycle connecting adaptive governance structures, embedded risk-aware decision architecture, and knowledge-based strategic sensemaking. When combined, these components allow businesses to stabilize long-term value creation, effectively address uncertainty, and transform dispersed knowledge into coordinated action. By redefining resilience as an architectural feature of organizational systems rather than a stand-alone capability, the study advances innovative viewpoints in strategy, operations, and governance. The resulting paradigm offers executives and policymakers practical insights for creating businesses that can prosper in knowledge-driven and sustainability-oriented contexts, links disparate literatures, and lays the groundwork for future empirical testing.

Keywords: Strategy, Management, Resilience, Risk, Sustainability