This study focused on strategic flexibility and organizational resilience. It determined the extent to which operational flexibility affects operational resilience, the extent to which marketing flexibility affects functional resilience, the effect of human resource flexibility on employee resilience, how financial flexibility affects financial resilience, ascertained the nature of the relationship between process innovation and innovative capabilities, and determined the effect of planning flexibility on the strategic resilience of manufacturing firms in South-East, Nigeria. The study adopted a survey research design. A sample size of 431 was used. Hypotheses were tested using a structural equation model. Finding revealed that operational flexibility has a significant positive effect on operational resilience (β = 1.058; p-value< 0.01), marketing flexibility has a significant positive effect on functional resilience (β = 1.393; p-value< 0.01), human resource flexibility has a significant positive effect on employee resilience (β = 0.945; p-value< 0.01), financial flexibility has a significant positive effect on financial resilience (β = 0.941; p-value< 0.01), process innovation has a significant positive effect on innovation capabilities (β = 0.464; p-value< 0.01), and planning flexibility has a significant positive effect on strategic resilience (β = 0.828; p-value< 0.01). The study concluded that strategic flexibility can drive organisational resilience. It was recommended that manufacturing firms should strengthen operational flexibility, improve marketing flexibility, promote continuous training, multiskilling, and flexible work arrangements, etc., by investing in adaptive technologies and flexible production systems.

Keywords: Operational Flexibility, Operational Resilience, Marketing Flexibility, Functional Resilience, Human Resource Flexibility, Financial Flexibility