Antecedent Configuration Study of Organizational Resilience under Digital Transformation: Based on fsQCA Method

Digital technologies are continuously embedded in enterprise operations. While organizations improve information processing efficiency, they also face new uncertainties such as technology dependence, resource misallocation, and the superposition of external shocks. To explain the multiple formation paths of organizational resilience in the context of digital transformation, this paper constructs a digital empowerment-organizational adaptation-external collaboration configuration framework, incorporating digital infrastructure, data-driven capabilities, organizational agility, organizational learning capabilities, supply chain collaboration capabilities, and external knowledge acquisition capabilities into a unified analysis. Based on 218 structured simulated enterprise samples, fuzzy set qualitative comparative analysis is used to conduct necessary condition, sufficiency configuration, and robustness tests. The results show that none of the six single conditions constitutes a necessary condition for high organizational resilience; high organizational resilience has four equivalent paths: digital agility-driven, learning collaboration-driven, digital-organization dual-wheel drive, and internal and external collaboration-driven, with an overall solution consistency of 0.836 and a coverage of 0.854; the formation of low organizational resilience exhibits significant causal asymmetry. Digital capabilities can only be stably transformed into resilience advantages when matched with organizational responsiveness, learning mechanisms, or external collaboration. This research reveals the complementary and substitutive relationships between digital capabilities, internal organizational capabilities, and external network resources from a configurational perspective, providing an analytical basis for enterprises with different resource endowments to choose resilience enhancement paths.