This section elaborates on a theoretical and ethical meta-framework designed to contextualise the empirical findings of the case studies within broader academic and normative paradigms. It systematically integrates key management theories—including stakeholder theory, the triple bottom line approach, disruptive innovation theory, the resource-based view, corporate social responsibility, and the concept of creating shared value—into a coherent analytical model. By doing so, it articulates how resilient business models are not only instruments of organisational adaptation and economic performance but also vehicles for ethical accountability and societal transformation. The analysis highlights critical ethical considerations, including transparency, equity, data protection, environmental responsibility, and long-term stakeholder engagement. These elements are examined not as peripheral concerns but as central dimensions of contemporary strategic governance. The model thus emphasises the need for a values-based approach to business model design, where ethical integrity and theoretical coherence serve as foundational principles for navigating complexity and fostering legitimacy in the eyes of stakeholders. This contribution is of particular relevance to scholars, executives, and policymakers who seek to align innovation with ethical mandates and strategic theory. By linking conceptual rigour with real-world applicability, the chapter provides a robust platform for reimagining business not only as an economic entity but as a moral agent embedded in socio-ecological systems. In doing so, it advances a new managerial paradigm wherein resilience, responsibility, and regeneration are mutually reinforcing dimensions of sustainable enterprise.