Investigating the impact of proactive crisis response orientation on adaptive performance: The roles of strategic learning and digitization

Abstract

External adversities have induced substantial business disruptions and uncertainties, necessitating enterprises to proactively seek strategies for establishing enduring environmental resilience. This study amalgamates adaptation theory to formulate an analytical framework known as “response-learning-adaptation” (RLA), and aims to elucidate the adaptation process within an organization. Furthermore, it investigates the role of process digitization in enhancing organizational adaptability in response to contemporary demands. Through an analysis of data collected from a sample comprising 421 manufacturing firms, this study validates the favorable influence of the proactive crisis response orientation on organizational adaptive performance, as well as substantiates the presence of strategic knowledge creation and integration, facilitated by the sequential mediation of strategic knowledge implementation. Moreover, the study highlights the moderating effect of process digitization. This study employs adaptation theory to elucidate the specific strategic learning processes and highlights the critical role of internal and external factors in organizational adaptation. It addresses the existing gap in adaptation theory concerning the mechanisms of adaptive behavior, suggesting that adaptation is not merely an independent action but is also influenced by the collective behavior of organizations within the digital economy.