Configurations Driving High Performance in Hydrogen Fuel Cell Vehicle Enterprises

The hydrogen fuel cell vehicle (HFCV) market is growing rapidly, but technological limitations, high costs, and market constraints are hindering enterprise performance. Existing studies often analyze isolated factors, overlooking their configurational interactions. This study applies the Technology–Organization–Environment (TOE) framework and fuzzy-set Qualitative Comparative Analysis (fsQCA) to examine how R&D capability, human capital level, scale of enterprise, attention allocation, and government support shape high performance in 40 Chinese HFCV enterprises. The consistency of all antecedents does not exceed 0.9, indicating that high performance does not depend on any single factor. The sufficiency analysis identifies three effective configurations: technology-driven, internal–external synergy, and organization–policy-driven, with an overall solution consistency of 0.9206 and a coverage of 0.4167. Without adequate government support and human capital, achieving high performance in HFCV enterprises appears improbable. These findings reveal multiple pathways toward high performance and highlight the importance of condition combinations over isolated effects, offering theoretical and practical insights into sustainable development strategies for emerging green industries.