Abstract
AI-enabled systems are increasingly embedded in organizational operations, yet much of the existing literature assumes infrastructural conditions that rarely hold in practice. This paper explores how organizations seek to sustain AI-enabled operations under conditions of infrastructural instability. Drawing on 15 qualitative interviews with executives and managers in manufacturing firms operating in an emerging market context, the study examines organizational responses to disruptions affecting power, connectivity, and digital infrastructure. Informed by the dynamic capability view, the analysis identifies recurring action patterns spanning different forms of organizational response. The findings suggest that organizational AI-resilience may emerge through the combination of technical reconfiguration, operational adaptation, and organizational preparation, rather than through the possession of predefined AI capabilities. The study contributes to ongoing theorisation of AI in organizations by highlighting how dynamic capability processes can unfold under conditions of infrastructural constraint.