Systems in the vulnerability quadrant achieve stakeholder satisfaction, but only under specific conditions, which make them vulnerable to change. These conditions may be external, internal, or a combination of both. While their situational dependence is concealed, such systems can temporarily disguise their vulnerability. Situational dependence can be caused by underinvestment in exploration. A related concept in organizational theory is that of resource rigidity, which materializes due to resource dependency and incumbent reinvestment incentives. In such cases, external resource providers and market forces shape and constrain the systems strategic choices, resulting in the observed unwillingness to invest. According to Gilbert, in the face of threat to the existing business model, organizations experiencing resource rigidity tend to exit inertia and unlock resources.