Neumann, Konstantinvan Erp, TimSteinhöfel, ErikSieckmann, FelixKohl, Holger2021-07-092021-07-092021-05-28https://depositonce.tu-berlin.de/handle/11303/13389http://dx.doi.org/10.14279/depositonce-12173The COVID-19 pandemic represents a massive, often unanticipated, external disruption for many companies. As a concept for responding to such disruption, organizational resilience has recently received great attention. In the organizational context, the overriding question is how companies can become more resilient. This study aims to contribute to answering this question by identifying, categorizing, and providing specific business model patterns for achieving resilience on the corporate level. For this purpose, a review of publications by major consulting firms was conducted. Patterns were extracted from publications until a convergence criterion indicated that no new pattern could be identified considering further publications. The 110 extracted unique patterns were clustered into 13 objectives, and additionally categorized according to resilience phases, as well as business model elements, to support the application in practice. The final catalog of patterns was validated through expert interviews and thus provides organizations, such as those in the electrical industry, with an overview and specific approaches on how to tackle industrial resilience through the adaption of their business model.en600 Technik, Technologieorganizational resiliencebusiness modelresilience measurebusiness model patternCOVID-19pandemiccrisisrisk managementbusiness continuityelectrical industryArticle2021-06-112071-1050