Abstract
<jats:p>In recent years, the intensification of extreme weather events and increasing exposure to climate risks have made it increasingly clear that organisations need to develop adequate adaptive capacities. The consequences of such events affect not only natural ecosystems, but also operational continuity, resource management, supply chains, and the economic and social sustainability of organisations. In this context, the ability to anticipate, understand and manage the impacts arising from environmental changes represents a strategic priority for public, private and third-sector organisations. Despite the growing attention devoted to the issue, empirical evidence on the factors that foster the development of adaptive capacities and pathways to resilience at the organisational level remains limited (Berkhout et al., 2006).This study analyses the main determinants of organisational adaptation, focusing on the role of climate awareness and risk perception (Todaro et al., 2021), pressure from stakeholders (Buysse & Verbeke, 2003), and the integration of environmental issues into decision-making and strategic planning processes (Judge & Douglas, 1998). The analysis is based on data collected via a survey of organisations operating across different economic sectors, institutional settings and geographical areas, including private firms, public bodies and third sector organisations.Preliminary results suggest that a greater perception of the risks associated with climate change is linked to a higher uptake of adaptation practices. Stakeholder pressure also emerges as a key driver for implementing strategies aimed at managing vulnerabilities and reducing exposure to environmental risks. These strategies include risk assessment and monitoring, the use of information and tools to support decision-making, investment in the development of internal skills, and the integration of environmental considerations into organisational processes (Berkhout et al., 2006). The evidence also suggests that organisations characterised by greater adaptive capacity, a stronger focus on environmental issues, greater investment in training and skills development, and higher levels of innovation and organisational learning tend to develop higher levels of resilience, strengthening their ability to respond to the disruptions and uncertainties generated by climate risks (Ambulkar et al., 2015; Gibson & Birkinshaw, 2004).The study contributes to the scientific debate on climate adaptation by highlighting the role of cognitive, organisational and institutional factors in building adaptive capacity. The findings also provide useful guidance for managers and public decision-makers interested in promoting adaptation pathways, strengthening organisational resilience and supporting the transition towards more sustainable development models capable of addressing the challenges posed by climate uncertainty.Keywords: climate adaptation; organizational resilience; adaptive capacity; stakeholder pressure; climate risk management.</jats:p>