Sarcouncil Journal of Public Administration and Management

Abstract: In an era marked by global volatility and economic disruption, understanding how organizations navigate financial uncertainty has become crucial for sustainable business performance. This study investigates the interrelationship between strategic tools and tactics, corporate culture, and business resilience, emphasizing the mediating role of culture and the moderating effect of financial uncertainty. Using a quantitative research design, data were collected from 750 respondents representing 250 medium and large-scale organizations across multiple sectors. Analytical techniques including descriptive statistics, correlation analysis, Two-Way ANOVA, and Structural Equation Modeling (SEM) were applied to examine the causal pathways among the variables. The results revealed that both strategic tools and corporate culture significantly and positively influence business resilience (p < 0.001), while financial uncertainty exerts a negative moderating effect. Furthermore, corporate culture mediates the relationship between strategy and resilience, amplifying the total effect (β = 0.51) and underscoring the pivotal role of shared values, adaptability, and innovation. Cluster analysis further identified three distinct organizational profiles, with high-strategy and high-culture firms demonstrating superior resilience outcomes. The study concludes that resilience is a cultural–strategic construct, achievable when analytical foresight and cultural cohesion operate in tandem. These findings offer practical implications for leaders seeking to embed resilience within organizational systems and contribute to advancing the theoretical discourse on the integration of strategy, culture, and uncertainty management in contemporary business environments.