Configurational analysis of antecedents for organizational resilience in Chinese private manufacturing enterprises : RCB perspective in the context of crises

Amid COVID-19 disruptions, deglobalization, and rapid domestic economic shifts, organizational resilience is vital for Chinese private manufacturing enterprises to navigate crises. However, it remains a complex, multidimensional concept with no theoretical consensus, and existing studies on its formation are limited. This study defines organizational resilience as the ability to adapt and thrive in dynamic environments by utilizing resources, reshaping relationships, optimizing processes, responding to crises, and achieving recovery or growth. The analysis examines 210 publicly listed private manufacturing companies in China’s Yangtze River Delta, significantly impacted by the pandemic. Adopting a "Resources-Cognition-Behavior" (RCB) analytical framework, this study identifies six key conditions influencing organizational resilience. Using fuzzy-set Qualitative Comparative Analysis (fsQCA), the study explores how these factors interact to foster organizational resilience during crises.