Abstract Organizational resilience is an important factor determining firm’s ability to turn crisis into opportunity. From the perspective of the unity of knowledge and practice, there are two aspects of organizational resilience: the knowledge aspect and the practice aspect. Knowing the importance of each dimension of organizational resilience is necessary but far from enough. Rather, firms should effectively act on the knowledge of resilience, which suggests the importance of the unity of both knowledge and practice aspects in enhancing firms’ ability to turn crisis into opportunity. This paper examines the nature and function of organizational resilience by three steps: first, regarding organizational resilience as a formative construct and decomposing it into four dimensions, namely, robustness, redundancy, resourcefulness and rapidity; second, quantifying them from the knowledge-practice unity perspective; finally, empirically examining how they interact to form paths to turn crisis into opportunity. Through a qualitative comparative analysis (QCA) of 150 firms, this study identifies five paths of turning crisis into opportunity, including three paths of high effectiveness and two paths of low effectiveness, and unveils the dimensions and mechanism of organizational resilience.
ZHENG Shanshan,LIU Lulu,WANG Hui. The Path of Organizational Resilience in Affecting Enterprises’ Turning Crisis to Opportunity from the Knowledge-Practice Unity Perspective[J]. Chinese Journal of Management, 2025, 22(6): 991-.
