Public sector organisations are increasingly tasked to adapt and evolve, dealing with shocks and disturbances without compromising their role as wealth generators. However, as complex adaptive systems, they do not manifest equal capacity for adaptation and evolution in response to complexity. This article explores the role of resilience in public sector organisations and sheds light on the interactions between different elements of resilience that enable these organisations to navigate complexity. The study combines a systematic literature review and a quantitative empirical investigation to propose and test a framework of organisational resilience in the public sector. It identifies planning, adaptation, and enhanced learning as critical phases to explain organisational resilience and how they intervene dynamically when dealing with adversity. The empirical investigation analyses the Lithuanian public sector organisations and explains the relationships among the model dimensions. The paper offers a model for theory development to understand the dimensions of the resilience of complex adaptive public sector organisations and how they interrelate with each other. For practice, it suggests which aspects are relevant to help public sector organisations develop their capacity to build resilience and overcome adversity.

公共部门组织越来越面临着适应和发展的任务，在不损害其作为财富创造者的作用的情况下应对冲击和干扰。然而，作为复杂的自适应系统，它们并没有表现出针对复杂性的相同的适应和进化能力。本文探讨了弹性在公共部门组织中的作用，并阐明了弹性的不同要素之间的相互作用，使这些组织能够应对复杂性。该研究结合了系统的文献综述和定量实证调查，提出并测试了公共部门的组织弹性框架。它将规划、适应和强化学习确定为解释组织弹性以及它们在应对逆境时如何动态干预的关键阶段。实证调查分析了立陶宛公共部门组织并解释了模型维度之间的关系。本文提供了一个理论发展模型，以了解复杂的适应性公共部门组织的弹性维度以及它们之间的相互关系。在实践中，它提出了哪些方面可以帮助公共部门组织发展增强抵御能力和克服逆境的能力。