Global crises and rapid environmental change are causing more disruptions for businesses around the globe. However, how internal culture and external institutional support jointly foster resilience and performance remains unclear. Therefore, this study examines the effects of risk management culture (RMC), organizational resilience (OR), competitive advantage (CA), and government support (GS) on firm performance (FP).
The study uses partial least squares structural equation modeling to analyze data from 305 managers working in Vietnam’s manufacturing industry with diverse demographic backgrounds. The survey was conducted both in person and online from December 2024 to April 2025.
The findings highlight RMC as a critical foundation for strengthening OR. However, RMC does not directly affect CA. On the other hand, the results also indicate that resilience is a crucial factor in enhancing sustainable CA and FP in a turbulent environment. Therefore, resilience plays an important mediating role in helping RMC translate into CA. This study further confirms the contribution of CA to FP. Finally, the analysis finds that GS provides needed resources that enhance resilience but does not directly affect FP.
This study highlights that OR arises not only from technological and strategic resources but also from the interaction between internal culture and external institutional conditions, underlining the role of GS in strengthening OR. The findings extend strategic management theory by framing RMC as a strategic intangible asset and clarifying the enabling (indirect) role of GS.
