Research On The Driving Path Of Organizational Resilience In High-tech SMEs

Currently,China’s economic development has shifted from a stage of high-speed growth to a set of high-quality development.As innovative subjects with high technology content and innovation capability,high-tech SMEs are the new driving force of China’s economic growth and are strategically important to China’s industrial transformation and upgrading,ensuring scientific and technological security and enhancing international competitiveness.In the face of the increasingly complex global business environment,high-tech SMEs are also facing various crises and challenges,and "resilience first" has become an important development strategy for enterprises,which need to review themselves as quickly as possible and take action to improve organizational resilience and prepare for a long-term crisis.The shaping of organizational resilience needs suitable soil.In addition to the internal resources and capabilities of the enterprise will affect the cultivation and formation of organizational resilience,the external market environment and institutional environment of the enterprise also affect the enterprise all the time,so for the enterprise,the shape of organizational resilience needs the synergy of internal and external resources of the organization.Because of this,this study analyzed the driving paths of organizational resilience of high-tech SMEs using the fuzzy set qualitative comparative analysis(fs QCA)method.It examined the configuration effects of financial resources,relational resources,managerial abilities,innovation capabilities,market environment,and government intervention on organizational resilience based on data from Chinese growth enterprise market(GEM)manufacturing firms.The results show that(1)individual variables do not constitute a necessary condition for high organizational resilience,and synergy is needed among variables to impact the resilience of high-tech SMEs.(2)The paths of high organizational resilience of high-tech SMEs can be divided into three types,namely,"resource-capacity" driven,"resource-capacity-environment" driven,and "resource-environment" driven.The paths of non-high resilience can be divided into two types,i.e.,"resource-capacity" inhibited and "resource-environment" inhibited.(3)Under certain circumstances,a substitution relationship exists between a company’s internal resources,capabilities,and external environment.Based on the findings,this thesis proposes recommendations to focus on the accumulation of financial resources,cultivate and build relationship networks,strengthen managerial ability,build a market environment that supports fair competition,moderate government intervention,and focus on the synergy between internal factors and the external business environment,which provide a reference for high-tech SMEs to cope with the crisis and enhance organizational resilience.