Synergizing Managerial and Organisational Capabilities for Resilient Manufacturing: Integrated NCA and fsQCA Approaches
Keywords:
Organizational Resilience, Organizational Antecedents, Managerial Antecedents, NCA, fsQCAAbstract
Growing instability in the global business environment has made organizational resilience an increasingly critical concern for manufacturing firms. While previous research has recognised a range of managerial and organizational capabilities that may contribute to resilience, relatively little is known about the way these capabilities operate collectively within manufacturing settings. Grounded in the dynamic capability view and the three-stage decisional perspective, this study examines how managerial and organizational dynamic capabilities jointly contribute to organizational resilience. The analysis considers human capital, social capital, and knowledge management as managerial-level antecedents, while digital transformation, visibility, and redundancy represent organizational-level antecedents. Data were obtained through a survey of 310 senior professionals employed in manufacturing organizations in Bangladesh and examined using SmartPLS 4, necessary condition analysis (NCA), and fuzzy-set qualitative comparative analysis (fsQCA). The results indicate that human capital, social capital, and knowledge management constitute necessary managerial conditions for achieving greater organizational resilience, while each of the examined organizational antecedents also fulfils a necessary role. Furthermore, the fsQCA findings show that high organizational resilience can be attained through several alternative capability configurations, among which social capital, knowledge management, and visibility appear particularly influential as sufficient conditions. By integrating managerial and organizational capabilities within a configurational framework, this study extends existing research on organizational resilience and clarifies how different capabilities can work together to strengthen firms' capacity to withstand turbulent conditions. The findings additionally provide practical and policy-oriented implications by highlighting specific combinations of capabilities that managers and decision-makers can develop to enhance resilience in manufacturing organizations.
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