重大危机中组织韧性的前因组态研究:基于能力和过程视角OA

In today's uncertain environment where major crises occur frequently,how firms build organizational resilience is a critical issue in management research.Previous research primarily examines the antecedents of resilience from two perspectives:capability-based view and process-based view.Studies from the capability-based view suggest that firms' ability to cope with crises can enhance resilience,while studies from the process-based view highlight management practices during the crisis response process as key to achieving resilience.However,these two strands of literature are often isolated and seldom consider the combined effects of multiple factors from different perspectives.Considering the multidimensional nature of resilience sources,it is necessary to adopt a systematic framework to integrate multiple perspectives and address the complex antecedents of resilience.Since a configurational theory can help us to understand the linkages between multiple interdependent attributes,this study draws on the configurational theory to integrate the literature on the capability-based and process-based views of resilience and explore how firms' crisis response capabilities and crisis management practices are combined to achieve resilience. Based on the literature on organizational resilience and crisis management,this study identifies several important elements of crisis response capabilities and crisis management practices.Then we construct a configurational model consisting of crisis perception,crisis response strategies(adaptive response strategies and innovative response strategies),and dynamic capabilities(strategic flexibility and organizational change capacity)that may impact resilience.Taking the COVID-19 crisis in early 2020 as the research context,this study collects textual and archival data from 693 Chinese-listed manufacturing companies.We use a fuzzy set qualitative comparative analysis(fsQCA)to explore the configurational effects of elements from these three dimensions on resilience.Data on crisis perception and crisis response strategies are obtained from the textual materials of firms' 2020 semiannual reports,and the rest data are collected from the archival materials of the CSMAR and WIND databases. The results of the study show that:1)through an analysis of necessary conditions,it finds that elements from the three dimensions(crisis perception,crisis response strategies,and dynamic capabilities)cannot constitute the necessary conditions for resilience alone,and they need to match synergistically with each other to achieve resilience.2)Through an analysis of sufficient condition configurations,it identifies six configurations that can help firms achieve resilience.These configurations could be categorized into four types,including"responsibility-taking"configuration,"prevention-and stability-maintaining"configuration,"innovation-driving"configuration,and"adapting and adjusting"configuration.Regarding the results of the above analysis,this study interprets and discusses these configurations from an integrated perspective,including configuration description,theoretical explanation,analysis of the synergistic effect among multiple conditions,and discussion of typical cases.In addition,by further comparing the differences among these configurations,we uncover potential matching relationships between dynamic capabilities and crisis management practices,which could reveal the underlying mechanisms of resilience. The study makes three theoretical contributions.First,drawing on the configurational theory,it integrates the literature on the capability-based view and process-based view of resilience,and synthesizes the impacts of crisis response capabilities and crisis management practices on resilience,thus unraveling the complex causes of resilience and filling in the gaps in previous research.Second,by using a configurational analysis method,this study explores the combined effects of crisis perception,crisis response strategies,and dynamic capabilities on resilience,revealing the complex causal relationship between the three elements and resilience.Third,by providing a more comprehensive picture of the causes and underlying mechanisms of resilience achieved by Chinese firms during the COVID-19 pandemic,this study enriches the research on the COVID-19 crisis and resilience in the Chinese context. The findings of this study have important practical implications for firms' crisis responses.When confronted with a major crisis,firms need to adopt appropriate crisis management practices according to their dynamic capabilities including organizational change capacity and strategic flexibility.Specifically,if both strategic flexibility and organizational change capacity are strong,firms may not need to perceive the crisis environment adequately and make substantial changes,but they should undertake some necessary social responsibility practices during the crisis;if strategic flexibility is weak but organizational change capacity is strong,firms may explore new markets and promote transformation and upgrading,or they may implement preventive and defensive deployment measures promptly to ensure the stable operation of the organization;if strategic flexibility is strong but organizational change capacity is weak,firms may fully leverage their strategic flexibility to reallocate resources and make adaptive adjustments within the organization to achieve resilience.