Creating Organizational Resilience through Digital Transformation and Dynamic Capabilities: Findings from fs/QCA Analysis on the Example of Polish CHP Plants
Abstract
:1. Introduction
2. Theoretical Background
3. Materials and Methods
3.1. Fuzzy-Set Qualitative Comparative Analysis
3.2. Sample and Data Collection
3.3. Variable and Measurement
3.4. Calibration
4. Results
4.1. Necessity Conditions Analysis
4.2. Condition Configuration Analysis
4.3. Robustness Test
5. Discussion
5.1. Implications for Theory
5.2. Practical Implications
5.3. Limitations and Future Research Directions
6. Conclusions
Funding
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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Perspective | Overview |
---|---|
The reactive perspective | Organizational resilience is perceived as the ability of an organization to turn back to an earlier state—a state of “normality”, after experiencing unforeseen and unfavorable situations [21] |
The adaptive perspective | Organizational resilience is the ability not only to survive but also to emerge from the crisis, thanks to various adaptation interventions, such as rescuing enterprises, rebuilding infrastructure, or rebuilding the market, resulting in new business models [21] |
The transformational perspective | Organizational resilience refers to taking preventive steps and striving to implement innovative and transformational changes while supporting the organization’s growth and persistence despite adversity [22] |
Category | Statistic | |
---|---|---|
Enterprise Information | CHP Plant age | ≤19 (16.7%) 20–29 (16.7%) ≥30 (66.6%) |
Legal form | Joint-stock company (83%) Limited liability company (17%) | |
Information of Respondents | Gender | Female (14%) Male (88%) |
Position | Management team (82.5%) Other employees (17.5%) | |
Age | Mean: 53.7 years |
Variables | No. of Items | References | Cronbach’s α | |
---|---|---|---|---|
Condition | ||||
Digital maturity | 1. Digital intensity | 5 | Westerman et al. [38] | 0.91 |
2. Transformation management intensity | 5 | Westerman et al. [38] | 0.83 | |
Dynamic capabilities | 1. Sensing capability | 3 | Pavlou, El Sawy [54] | 0.85 |
2. Seizing capability | 4 | Pavlou, El Sawy [54] | 0.79 | |
3. Reconfiguring capability | 5 | Pavlou, El Sawy [54] | 0.84 | |
Outcome | ||||
Organizational resilience | 4 | Parker, Ameen [61] | 0.83 |
Condition | Calibration | ||||
---|---|---|---|---|---|
Fully In | Crossover Point | Fully Out | |||
Antecedent | Digital maturity | Digital intensity | 4.5 | 4.1 | 3.9 |
Transformation management intensity | 4.7 | 4.2 | 3.3 | ||
Dynamic capabilities | Sensing capability | 4.6 | 4.3 | 3.7 | |
Seizing capability | 4.5 | 4.2 | 3.4 | ||
Reconfiguring capability | 4.5 | 4.1 | 4.0 | ||
Outcome | Organizational resilience | 4.7 | 4.1 | 3.5 |
Condition/Outcome | Code | |
---|---|---|
Outcome | Organizational resilience | OR |
Antecedent condition | Digital intensity | DI |
Antecedent condition | Transformation management intensity | TMI |
Antecedent condition | Sensing capability | SEN |
Antecedent condition | Seizing capability | SEI |
Antecedent condition | Reconfiguring capability | REC |
Condition | High Organizational Resilience | |
---|---|---|
Consistency | Coverage | |
Digital intensity (DI) | 0.626 | 0.613 |
~Digital intensity (~DI) | 0.804 | 0.730 |
Transformation management intensity (TMI) | 0.664 | 0.672 |
~Transformation management intensity (~TMI) | 0.773 | 0.790 |
The sensing capability (SEN) | 0.637 | 0.602 |
~The sensing capability (~SEN) | 0.781 | 0.785 |
The seizing capability (SEI) | 0.657 | 0.624 |
~The seizing capability data (~SEI) | 0.782 | 0.741 |
The reconfiguring capability (REC) | 0.645 | 0.804 |
~The reconfiguring capability (~REC) | 0.753 | 0.646 |
Low organizational resilience | ||
Digital intensity (DI) | 0.664 | 0.673 |
~Digital intensity (~DI) | 0.695 | 0.788 |
Transformation management intensity (TMI) | 0.627 | 0.698 |
~ Transformation management intensity (~TMI) | 0.754 | 0.767 |
The sensing capability (SEN) | 0.615 | 0.682 |
~The sensing capability (~SEN) | 0.734 | 0.759 |
The seizing capability (SEI) | 0.667 | 0.682 |
~The seizing capability data (~SEI) | 0.704 | 0.759 |
The reconfiguring capability (REC) | 0.619 | 0.688 |
~The reconfiguring capability (~REC) | 0.715 | 0.790 |
Antecedent Condition | High Organizational Resilience | Low Organizational Resilience | |||
---|---|---|---|---|---|
HOR1 | HOR2a | HOR2b | LOR1 | LOR2 | |
Digital intensity (DI) | ⏺ | ⏺ | ⴱ | ⴱ | |
Transformation management intensity (TMI) | ⏺ | ⏺ | ⏺ | ⴱ | |
Sensing capability (SEN) | ⏺ | ⏺ | ⏺ | ⴱ | |
Seizing capability (SEI) | ⏺ | ⏺ | ⏺ | ||
Reconfiguring capability (REC) | ⏺ | ⴱ | ⴱ | ||
Raw coverage | 0.475 | 0.482 | 0.504 | 0.348 | 0.349 |
Unique coverage | 0.028 | 0.023 | 0.058 | 0.032 | 0.031 |
Consistency | 0.923 | 0.916 | 0.937 | 0.886 | 0.875 |
Overall solution coverage | 0.589 | 0.527 | |||
Overall solution consistency | 0.945 | 0.903 |
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Kwiotkowska, A. Creating Organizational Resilience through Digital Transformation and Dynamic Capabilities: Findings from fs/QCA Analysis on the Example of Polish CHP Plants. Sustainability 2024, 16, 6266. https://doi.org/10.3390/su16146266
Kwiotkowska A. Creating Organizational Resilience through Digital Transformation and Dynamic Capabilities: Findings from fs/QCA Analysis on the Example of Polish CHP Plants. Sustainability. 2024; 16(14):6266. https://doi.org/10.3390/su16146266
Chicago/Turabian StyleKwiotkowska, Anna. 2024. "Creating Organizational Resilience through Digital Transformation and Dynamic Capabilities: Findings from fs/QCA Analysis on the Example of Polish CHP Plants" Sustainability 16, no. 14: 6266. https://doi.org/10.3390/su16146266
APA StyleKwiotkowska, A. (2024). Creating Organizational Resilience through Digital Transformation and Dynamic Capabilities: Findings from fs/QCA Analysis on the Example of Polish CHP Plants. Sustainability, 16(14), 6266. https://doi.org/10.3390/su16146266