The results in the table above show that the three independent variable factors have an adjusted R2 value of 0.002, which shows that they explain about a paltry 0.2% of the variance in employee and customer satisfaction, which is insignificant. Their corresponding beta coefficients are: innovation culture (-0.02, p>0.05), organizational learning (0.123, p>0.05) and organizational flexibility (0.0444, p>0.05) which show that they also contributed insignificantly to the profit. According to Stevenson, Seville, Vargo, and Roger (2010), resilient organizations are those that are able to survive and thrive in this world of uncertainty. Survival and prosperity depend far more on low employee turnover and customer satisfaction than on making a profit. A retail organization can satisfy both its employees and its customers before it can make any profit. Moreover, employee satisfaction also involves the amount and regularity of their remuneration, among other motivators, which in itself constitutes a cost for the organization. Therefore, it is therefore possible to achieve low employee turnover and high employee satisfaction at the expense of profit levels.4.3 RECOMMENDATIONSThe study results show that, for the retailers surveyed, organizational resilience was more focused on adaptation and survival than about taking a step further and generating profits. In addition to being able to survive Zimbabwe's dynamic business environment, retailers also need to make a profit. We therefore recommend the adoption of the following measures:4.3.1 Exploit new marketsRetail demand is driven by a number of factors, including customer aspects such as population size, growth of population and the exist...... middle of paper ... ...the population of retailers in Zimbabwe, therefore the results cannot be generalized to all retailers in Zimbabwe. It was difficult to access company records, so subjective measures of resilience based on customer satisfaction, employee morale, and company performance were used. These cannot be generalized because they are not objective. Additional studies may be needed in other areas of the city and in other cities across the country. 4.5 CONCLUSION Businesses operate in a complex and dynamic environment, hence the need to adapt quickly to afford extinction. In Zimbabwe, economic fundamentals are weighing too heavily on retailers. Based on the study conducted on retailer resilience, not only should they learn from their past experiences and competitors and be flexible in decision-making and implementation, but they should also embrace measures to make profits..