The abstract should summarize the contents of the paper in short terms, i.e. 150–250 words. In increasingly dynamic and complex business environments, environmental uncertainty has emerged as a critical factor shaping organisational strategic decision-making. Traditional strategic management theories, grounded in linear and static logics, struggle to explain how organisations adapt dynamically and build systemic resilience under uncertainty. This paper adopts a theoretical research methodology to systematically review and compare three prominent theoretical perspectives: contingency theory, complexity theory, and ecosystem strategy. Findings suggest that contingency theory emphasises structure–environment alignment and is well-suited to stable conditions; complexity theory views organisations as complex adaptive systems, focusing on learning and feedback-driven flexibility; ecosystem thinking highlights inter-organisational co-evolution and value co-creation, offering strategic tools for navigating uncertainty in networked and cross-boundary settings. Building on these insights, this study proposes an integrated Fit–Flexibility–Co-evolution Framework, aiming to synthesise the strengths of the three perspectives and provide a systematic lens for advancing strategic management theory. This framework not only fills theoretical gaps, but also provides practical guidance for organisations navigating the challenges of technology shifts, interconnected ecosystems, and global instability.