This conceptual paper develops an integrated framework linking workforce diversity, managerial effectiveness, and knowledge management to organisational resilience in Saudi healthcare. The framework addresses a research gap: most studies examine these antecedents separately, and it is situated at King Faisal Medical Complex (KFMC) in Taif. Drawing on Dynamic Capabilities Theory (DCT) and the Knowledge-Based View (KBV), the model proposes that workforce diversity and managerial effectiveness positively contribute to organisational resilience, while knowledge management mediates both relationships. Workforce diversity is conceptualised through demographic, professional, and cognitive differences; managerial effectiveness emphasises relational leadership and adaptive management; knowledge management comprises acquisition, sharing, storage, and utilisation; and organisational resilience reflects the capacity to prevent, respond to, adapt to, recover from, and learn from disruptions. The conceptualisation is informed by a systematic literature review undertaken during construct operationalisation, which highlighted the multicultural nature of Saudi healthcare and the importance of diversity climate, psychological safety, knowledge sharing, and knowledge utilisation. This study proposes a quantitative, cross-sectional explanatory survey using proportionate stratified sampling, with PLS-SEM planned for empirical testing. The paper contributes a context-sensitive framework aligned with Saudi Vision 2030 and provides practical directions for hospital leaders seeking to strengthen resilience through coordinated diversity, leadership, and knowledge-management strategies.
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