A Study Of Synergistic Driving Paths Of Organizational Resilience Factor-Based On Fuzzy Set Qualitative Comparative Analysis Method

The COVID-19 epidemic outbreak in 2020 caused indelible damage to the economic security of countries and the lives of people around the world,and seriously threatened the survival and development of organizations and enterprises in China.Some companies were overwhelmed by the impact of the COVID-19 epidemic and ended up in bankruptcy.However,some companies were able to survive the shock and recover quickly to pre-epidemic levels,demonstrating some organizational resilience.Although the country lifted the Category A infection prevention and control measures for the virus on 8 January 2023,the frequent "black swans" and "grey rhinoceroses" of recent years continue to pose challenges for companies to maintain their day-to-day production and operations.Organizational resilience should be fostered in order to effectively respond to external shocks and ensure the long-term survival and growth of the business.So,what factors can contribute to organizational resilience? How do these factors synergize with each other to achieve organizational resilience?To address the above questions,this study takes the COVID-19 epidemic as the background,takes Shanghai and Shenzhen A-share listed companies as the research sample,constructs a "resource-capability" analysis framework based on resource-based theory,stakeholder theory,higher order theory and innovation theory,and uses the fuzzy set qualitative comparative analysis method from the perspective of matching resources and capabilities.This study investigates the driving mechanism and the realization path of high liquidity slack,low liquidity slack,corporate social responsibility,government subsidies,managerial capability and innovation capability on organizational resilience.The research results show that:(1)High organizational resilience is the result of the synergy of multiple driving factors;(2)There are six organizational paths to achieve high organizational resilience,which can be categorized into two models: " ResourceCapability Driven",and "Resource Driven".(3)High liquidity slack,low liquidity slack,corporate social responsibility,government subsidies,managerial capability and innovation capability are all drivers of high organizational resilience,with innovation capability,management capability and corporate social responsibility being particularly critical to the formation of high organizational resilience,while high liquidity slack,low liquidity slack and government subsidies are asymmetrical in achieving high organizational resilience.Using a fuzzy set qualitative comparative analysis method,this study explores the driving factors and formation mechanisms of enterprises’ organizational resilience under the COVID-19 epidemic from the perspective of matching resources and capabilities,which enriches the localized research on organizational resilience and can provide certain suggestions for enterprises to efficiently carry out the construction of organizational resilience.In addition,enterprises are the main body of the market economy,and this study explores ways to achieve organizational resilience of enterprises to help them enhance organizational resilience,which also helps to enhance the economic resilience of China.