How to Enhance Business Model Resilience: The Mechanism of Dynamic Capability and Leadership Style in the Enterprise–User Interaction

In the context of an increasingly volatile, uncertain, complex, and ambiguous (VUCA) business environment, the ability of an enterprise to develop a robust and resilient business model is critical for its long-term sustainability. Although existing research has delved into the relationship between enterprise behavior and business model resilience, most of these studies, which predominantly adopt an enterprise-centric perspective, rely on qualitative methodologies. Consequently, there is a notable gap in quantitative research examining the relationship between enterprise–user interaction and business model resilience. To bridge this research gap, this study, grounded in dynamic capability theory, conducts an empirical investigation using a sample of 300 questionnaires to explore the intricate internal mechanisms underlying the impact of enterprise–user interaction on business model resilience. The findings reveal that enterprises engaging in more frequent interactions with users tend to exhibit stronger business model resilience. Furthermore, dynamic capability serves as a mediating mechanism in the relationship between enterprise–user interaction and business model resilience. Additionally, knowledge-oriented leadership, as an emerging leadership style, plays a moderating role in the relationship between enterprise–user interaction and dynamic capability, as well as in the mediating effect of dynamic capability. This study contributes to the literature by deepening the understanding of the interplay between enterprise–user interaction and business model resilience. Moreover, it offers practical insights for enterprises seeking to enhance their business model resilience in the VUCA era.