Financial Agility and Organizational Resilience in Asia-Pacific Airlines: The Mediating Role of Operational Adaptability
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Abstract
Airlines operate in a volatile environment in which narrow margins, demand fluctuations, fuel-price exposure, supply-chain interruptions, and labor constraints can convert a localized disturbance into a network-wide service failure. This study examines whether agile financial practices function as an organization-wide strategic capability that strengthens organizational resilience through operational adaptability. A quantitative cross-sectional survey was administered to managers, supervisors, and technical specialists employed by major airlines in the Asia-Pacific region. Of 450 requested responses, 385 usable responses were obtained. The proposed model was evaluated using partial least squares structural equation modeling with 5,000 bootstrap subsamples. Agile financial practices were positively associated with operational adaptability, and operational adaptability was positively associated with organizational resilience. Agile financial practices also showed a direct positive relationship with organizational resilience. Operational adaptability partially mediated the relationship between agile financial practices and organizational resilience. The model explained 61.2% of the variance in organizational resilience. The findings extend dynamic capabilities theory by positioning financial agility as a cross-functional capability that enables airlines to sense change, reconfigure resources, and sustain operations under uncertainty. The study contributes a focused empirical explanation of how financial decision architecture becomes a source of resilience rather than a purely administrative support function.
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