Building Cyber Resilience: Strategies for Anticipating, Withstanding, and Recovering from Digital Threats
DOI:
https://doi.org/10.47205/jdss.2024(5-IV)64Keywords:
Cyber Resilience, Cyber Resiliency Framework, Cybersecurity, Systematic Literature Review, PRISMA, Cyber Threat Intelligence, Incident Response, Organizational ResilienceAbstract
Organizations increasingly frame cybersecurity not only in terms of prevention but of resilience — the capacity to anticipate, withstand, and recover from digital threats. This systematic literature review synthesizes 106 studies identified from IEEE Xplore, ACM Digital Library, and Google Scholar (980 unique records screened from 1,023 raw exported/downloaded records; Scopus and Web of Science were not accessible and are excluded from scope) to characterize the strategies, research methods, and evidence gaps in this literature, organized around a three-phase classification (Anticipate, Withstand, Recover) with Adaptation examined as a cross-cutting theme. Anticipate-phase research is the most mature, dominated by cyber threat intelligence production/sharing and situational-awareness architectures for critical infrastructure. Withstand-phase research is comparatively fragmented across Zero Trust architectures, cyber-physical-system attack detection, and resilience-by-design engineering. Recover-phase research, initially the thinnest phase in an interim analysis, proved substantially better represented once the full evidence base was assembled, combining mature technical work on ransomware detection/recovery and disaster recovery with organizational research on incident-response-team establishment. Framework/model proposals and simulation/technical evaluations together account for 53% of included studies, while empirical organizational research accounts for only 14% — a field stronger at proposing and technically validating mechanisms than at empirically observing organizational practice. Post-incident crisis communication, independent replication of newly proposed technical mechanisms, and empirical study of organizational adaptation over time are the most concretely evidenced gaps for future research. Methodological limitations — incomplete database coverage, an evidenced false-positive rate in automated screening, and single-reviewer screening/extraction — are reported explicitly rather than smoothed over.
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