Building Antifragile Organizations: A Framework for Crisis-Responsive Management Systems

Abstract

This paper develops a comprehensive framework for building antifragile organizations that not only survive crises but benefit from them. Drawing from Taleb's concept of antifragility and recent organizational resilience literature, this research synthesizes theoretical foundations with empirical insights to propose a crisis-responsive management framework. Through analysis of publicly available organizational data and systematic review of recent academic research, we identify four core dimensions of organizational antifragility: adaptive capacity, redundancy management, stress exposure optimization, and learning acceleration. The framework provides practical guidance for managers seeking to transform their organizations from merely resilient to antifragile, enabling them to gain strength from disruption rather than simply bouncing back. Findings from recent studies suggest that antifragile organizations exhibit superior long-term performance and competitive advantage in volatile environments. This research contributes to organizational theory by bridging resilience and antifragility concepts while offering actionable insights for crisis management practitioners.