The fourth industrial revolution, the shift to a more service-based economy, and the Covid-19 pandemic have all helped to shape the new economic landscape of the 21st century. All of the aforementioned factors contribute to a business and organizational environment in which businesses and organizations are being asked to restructure their business models, change the way they operate and make decisions, and invest in human resources. Adaptability, flexibility, effective communication and decision-making leadership, innovation, and the ability to strengthen human resources and skills are thus characteristics of businesses that wish to continue operating and remaining viable. These elements make up the concept of organizational resilience, which is directly related to sustainability and is particularly important for achieving high rates of economic growth. The research question is whether organizations and firms in Greece during the Covid-19 period are governed by organizational resilience that will enable the country's sustainable economic growth. The survey was conducted using a questionnaire distributed to 156 employees from 62 firms, and correlations were performed based on the number of employees and the nature of the firms (national, multinational, etc.). It was discovered that economic organizations are governed by flexibility, adaptability, diffuse decision making, and individual and group accountability and discretion in terms of actions to achieve the organization's objectives, ability to acquire new resources and skills, and ability to identify new opportunities. However, they lack psychological security, social capital, meaning-making, and resourcefulness-learning. As a result, in order to support the country's long-term economic growth, steps must be taken to improve these dimensions of organizational resilience. On a theoretical level, this paper contributed to the filling of gaps in the literature concerning the relationship between organizational resilience and economic development, particularly in the Greek context. Furthermore, it is important to note that this study was conducted during the pandemic, after a year of attempting to adapt firms and organizations to the new reality in which the Covid-19 pandemic was a strong shock for firms and led to a decrease in economic recovery rates, highlighting the practical implications of using the current research, of which two points should be highlighted. The first is that not all organizational resilience dimensions received a high mean score, implying that economic organizations have significant room for further development of these aspects in order to achieve a high level of organizational adaptability that will benefit the economy by enhancing firm sustainability and continued operation while adapting to new conditions in the wider corporate environment. The second point to highlight is that businesses should prioritize social capital, meaning creation, and psychological security for their employees. Human resources are an organization's most valuable asset in adapting to the post-Covid-19 era, not only through their behavior, productivity, and efficiency, but also through their initiative, originality, and entrepreneurship. These elements are critical in ensuring the viability of businesses. The above components are essential in ensuring that businesses can continue to operate and contribute to economic growth.
As a result, in order to support the country's long-term economic growth, actions are required to improve these dimensions of organizational resilience. On a theoretical level, this paper contributed to the filling of gaps in the literature concerning the relationship between organizational resilience and economic growth, particularly in the Greek context. Furthermore, it is important to note that this study was conducted during the pandemic, after a year of trying to adapt organizations and businesses to the new reality in which the Covid-19 pandemic was a solid shock for firms and resulted in a reduction in economic recovery rates, showcasing the practical implications of using the current research, of which two points should be highlighted. In order to achieve a high level of organizational resilience that will support economic growth by enhancing firm sustainability and continued operation while adapting to new conditions in the larger business environment, economic organizations need to further develop these dimensions, as shown by the fact that not all of them received a high mean score. The second thing to underline is that businesses should pay particular attention to boosting social capital, giving work significance, and providing psychological security for workers. Future research could strengthen its findings by offering recommendations for particular economic sectors by extending its scope to include the analysis and comparison of different economic sectors. Similar comparative research on businesses in other EU nations as a whole and/or with a special emphasis on corresponding industry sectors would also produce very valuable findings that, when combined with an analysis of the effects of different variables (such as legislation, the economic climate, organizational structure and operation, etc.) on organizational resilience, could result in the formulation of pertinent practical implementation suggestions.