The three essays in this dissertation contribute to research on organizational resilience by addressing aspects of technological innovations, collaboration with partners, and the influence of the individual personalities in decision making under uncertainty. Valuable insights for academics and practitioners alike are generated via systematic literature reviews, content analysis, and an embedded multiple-case study. Results of the essays in combination support decision makers of organizations and as part of supply chains in preparing, coping, and finally adapting to disturbances and crises, thus making their companies resilient. Several aspects of what to consider and how to engage with technology and partners are provided that contribute to superior performance when facing a crisis. The first article “On the current state of combining human and artificial intelligence for strategic organizational decision making” uses a systematic literature review combined with content analysis to analyze the role artificial intelligence has in networks when making decisions under uncertainty, defined as strategic decisions. Analyzing a sample of 55 articles based on the framework of traditional decision theory, the possible division of tasks in the resulting human-machine relationship is discussed and the effect on the role definitions of both partners analyzed. The article provides an overview of what current research sees as possible use cases for implementing AI into the strategic decision-making process. This is followed by an analysis of challenges, pre-conditions, and consequences that should be taken into account when opting for AI supported decision making under uncertainty. Findings illustrate that organizational structures, the choice of the specific AI application, and the possibilities to use it for knowledge management are analyzed by research thoroughly. The ethical aspect remains rarely discussed, although most authors mention it to be a crucial foundation for deciding how and for what to use AI in this process. Results also demonstrate that AI has the potential to increase challenges inherent in strategic decision making, implying that the human responsibility and human part becomes even more crucial. Using AI for decisions under uncertainty thus means education for the people involved and a thorough awareness of their own responsibility. The second article “How to successfully mitigate a pandemic as part of a global supply chain? A case study on German small and medium-sized enterprises” expands the focus on the human aspect. It concentrates on the role of collaboration for strategic decision making in times of crisis and with the goal of staying resilient. Using an embedded multiple-case study approach, eight German small and medium-sized enterprises are analyzed over a timeframe of two years. The first interview round took place long before COVID-19 was known in June 2018, while the second and third were executed during the first and second lockdown in 2020. The different touchpoints with interview partners make it possible to analyze which measures such small companies took to become resilient and how they performed during one of the biggest crises the world has seen. The focus on small companies is chosen as they are often claimed to be the driver of economic growth, but at the same time can become dangerous for a supply chain’s resilience when they struggle. They often lack financial resources and access to crucial information, which is why they have to rely on their partners for compensation. The right combination of contractual and relational aspects is thus key for mutually beneficial partnerships and network resilience. According to the interview findings, relational investments are higher with suppliers, while partnerships with customers can also be organized mainly in contracts. Based on transaction cost theory, a framework is developed that demonstrates the possible combinations. This offers insights for practitioners and academics alike, as it demonstrates that even with the best technology, processes, and contracts, the human aspect dominates and plays an important role, especially in uncertain times. This aspect is then further analyzed with the third article “CEO Ignorans: How personality influences strategic decision making and information behavior”. Using a systematic literature review, a sample of 56 articles is clustered into six categories, following the five-factor model of personality and adding narcissism. Databases are analyzed from 2006 to 2021. Based on the assumption that it is economically irrational to deliberately neglect or misinterpret information, especially in times of uncertainty, the six personality types are evaluated according to their tendency to do so. The systematic literature review helps to combine findings from various academic disciplines, thus providing a thorough overview of how a type of personality can either aid making an organization resilient or completely work against it. This is also influenced by the tendency to make decisions intentionally, and thus fact-based, or rather intuitively. Findings show that CEOs who are open to experience or emotionally stable are the ones supporting resilience best, while the others are rather “CEO Ignorans”. For the agreeable CEO, no recommendation can be given, implying that such a personality type should also not be the one making decisions when disturbance is ahead. The results support advisory boards in choosing the right people for the decision-making position in companies, but also further add to the understanding of combining technology and humans with the goal of resilience.