企业社会责任与竞争战略影响组织韧性的组态研究

A Configuration Study on the Impact of Corporate Social Responsibility and Competitive Strategy on Organizational Resilience

企业竞争战略与企业社会责任都是影响组织韧性的重要因素,但二者如何匹配融合以提升组织韧性尚需进一步探讨。采用模糊集定性比较分析方法(fuzzy set qualitative comparative analysis,fsQCA),选取60家中国制造业上市公司为样本,研究企业竞争战略(低成本战略、差异化战略)与企业社会责任(货币资本层、人力资本层和社会资本层企业社会责任)匹配的构型,结果发现实现高组织韧性的两条路径:(1)低成本竞争战略可以与货币层社会责任、人力资源层社会责任相结合;(2)差异化竞争战略可以与人力资源层社会责任、社会资本层社会责任相结合。

How to shape and enhance organizational resilience has become a shared focus in the current industrial and academic circles.Existing research has thoroughly affirmed that both competitive strategies and corporate social responsibility(CSR)are important factors influencing organizational resilience.They can each have an impact on the formation and enhancement of organizational resilience from both economic and social dimensions.However,the implementation of corporate competitive strategies and CSR both require a significant allocation of resources within a company.Given the limited nature of internal resources within an organization,there is a need for further discussion on how to match and integrate these two aspects to enhance organizational resilience.This research aims to elucidate the mechanisms through which competitive strategies and CSR can work together to improve organizational resilience.This study employed fsQCA(fuzzy set qualitative comparative analysis)and selected a sample of 60 publicly listed Chinese manufacturing companies to investigate the configurational matching of corporate competitive strategies and CSR in positively influencing organizational resilience.In this analysis,corporate competitive strategies were categorized into two dimensions:low-cost strategy and differentiation strategy,while corporate social responsibility was divided into three dimensions:monetary capital,human capital,and social capital.The results revealed two pathways to achieving high organizational resilience:(1)The low-cost competitive strategy can be combined with CSR at the monetary capital level and human capital level to positively impact organizational resilience.(2)The differentiation competitive strategy can be combined with CSR at the human capital level and the social capital level to have a positive influence on organizational resilience.It suggests that there are optimal configurations between different competitive strategy types and CSR types that can achieve the goal of high organizational resilience.(1)Companies that prioritize CSR can not only create more social value but also help shape organizational resilience.Organizations should strategically focus on cultivating resilience and recognize the strategic role of CSR in the formation of organizational resilience to build stability in their strategies.(2)The two pathways to achieve organizational resilience identified in this study(Configuration 1 and Configuration 2)both emphasize corporate social responsibility at the human capital level,even though they are based on different types of competitive strategies.This suggests that human resources play a crucial role in the formation and development of organizational resilience.Business management should adopt a scientific management philosophy and acknowledge the significance of employees in the formation of organizational resilience in the context of the VUCA era.(3)The configurational analysis method used in this study indicates that the mechanism for the formation of organizational resilience exhibits causal asymmetry.This means that the paths to high and low organizational resilience are not simply opposites.Therefore,in the realm of corporate management in the VUCA era,it is essential to abandon the simplistic linear thinking of either-or and,instead,identify scientifically grounded pathways that are suitable for a company's survival and development from a configurational perspective.Because of some limitations in both variable measurement and model design,the research results may lack generalizability.Therefore,researchers are encouraged to test the proposed propositions further.