Mechanisms Underlying Organizational Resilience in the Context of Digital Transformation: Evidence from Construction Enterprises in China

Abstract

Against the backdrop of the shift toward service-oriented business models, construction enterprises transition from traditional construction contractors to comprehensive service providers. This process is fraught with uncertainty, and as the environment grows increasingly complex, organizational resilience becomes a crucial capability for construction enterprises seeking to navigate the complex landscape. The existing research indicates that digital transformation is a crucial pathway in terms of enhancing organizational resilience. However, the underlying mechanisms through which digital transformation affects the organizational resilience of construction enterprises are yet to be systematically elucidated. The mediating role of digital capabilities and resource orchestration in this process also warrants further exploration. This paper focuses on construction enterprises and constructs the theoretical model of “digital transformation → digital capabilities/resource orchestration → organizational resilience.” This research combines structural equation modeling (SEM) with fuzzy set qualitative comparative analysis (fsQCA). It systematically investigates the mechanisms through which digital transformation affects the organizational resilience of construction enterprises, as well as the dual mediating pathways of digital capabilities and resource orchestration. The research results indicate that digital transformation has a significant positive impact on organizational resilience through the dual mediating pathways of digital capabilities and resource orchestration. What is more, through configuration analysis, it is found that the four combinations of conditions driving high organizational resilience in construction enterprises can be categorized as “analysis-driven,” “response-optimized,” “synergy-balanced”, and “resource-linked.” It reveals pathways for enhancing resilience in multi-faceted, concurrent situations. This study expands the “digital transformation–organizational resilience” research framework, which addresses the gaps in research on the coordination between competencies and behaviors in the context of construction enterprises. This paper also provides a theoretical basis and practical guidance for construction enterprises to effectively leverage digital transformation to enhance organizational resilience.