In an increasingly complex market environment, high-tech enterprises face multiple risks, making resilience enhancement crucial for their sustainable development. Existing research primarily focuses on the impact of single factors on corporate resilience and lacks a systematic exploration of the synergistic mechanisms between internal core elements and the external environment. From the perspective of corporate genes, this paper deconstructs the formation logic of resilience and analyzes its internal mechanism based on the cognition-behavior-outcome framework.
This paper integrates the Technology-Organization-Environment (TOE) framework. Using a multi-method empirical design combining panel data regression, structural equation modeling (SEM), and fuzzy-set qualitative comparative analysis (fsQCA), this study examines the interactive mechanisms between corporate genes and environmental factors (e.g. government subsidies, market competitive position) and their effects on resilience, based on a sample of 147 high-tech enterprises spanning 2013–2022.
The findings indicate that: (1) Corporate genes exert a significant positive driving effect on resilience, with different gene dimensions exhibiting differentiated effects. (2) Government subsidies and market competitive position differentially moderate the transformation of genes into resilience through catalytic and variation effects, respectively. (3) The formation of high resilience is not attributed to a single factor, but stems from two distinct configurational pathways: the technology-environment-driven pathway and the organization-environment synergy pathway.
These conclusions provide a novel theoretical perspective for uncovering the underlying formation mechanism of corporate resilience and offer practical guidance for high-tech enterprises to enhance resilience and achieve sustainable development in uncertain environments.
