The Effect of Global Value Chain Governance on Organizational Resilience: A Configurational Approach

Abstract

In the current VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) global environment, how Chinese manufacturing enterprises embedded in global value chains (GVCs) can enhance organizational resilience through governance is an important issue that urgently requires attention. This study adopts a configurational perspective, employing fuzzy-set qualitative comparative analysis (fsQCA) and necessary condition analysis (NCA) to examine the pathways through which six antecedent conditions—spanning three dimensions: GVC structural governance, GVC managerial governance, and industry dynamism—affect organizational resilience. The results indicate that digital platform integration, digital platform reconfiguration, supplier integration, customer integration, technological dynamism, and market dynamism do not serve as necessary conditions for enhancing organizational resilience. The study identifies six distinct configurations that contribute to organizational resilience, revealing a “convergent” effect. These configurations can be classified into four categories: “structural-managerial governance synergy-driven,” “market dynamism-oriented,” “technological dynamism-oriented,” and “structural governance-driven.” Additionally, one configuration was found to result in lower organizational resilience, primarily due to ineffective coordination between GVC structural governance and managerial governance. These findings offer a deeper understanding of the complex interactions between various factors influencing organizational resilience, providing both theoretical insights and practical guidance for firms seeking to strengthen their organizational resilience.