面对耦合交织的国内外复杂环境变换，“防范化解重大风险”被提高到了事关我国经济发展全局的高度，中央企业则被视为是微观层面扎实履行的重要责任主体。而危机之下，只有具有组织韧性的中央企业才能在危机情境下生存、适应乃至繁荣发展。同时，在数字经济大潮中，数字化转型已经成为中央企业的一门“必修课”，在中央企业应对危机并构建组织韧性的过程中发挥了深远的影响。因此，探究数字化转型背景下哪些因素以及哪些条件组态以“殊途同归”的方式驱动组织韧性极具理论突破性和实践需求性。

本文以新冠肺炎疫情为观察窗口，以央企控股上市公司为研究对象，采用TOE分析框架，从技术、组织以及环境三个维度出发选取了数字化转型程度、非沉淀性冗余资源、沉淀性冗余资源、高管团队社会资本和企业社会责任六个前因条件，以组织韧性作为结果变量。运用模糊集定性比较分析（fsQCA）方法探究多重影响因素与央企控股上市公司组织韧性形成之间的复杂因果机制。本研究最终得出了高组织韧性形成的6种解，分为“组织内驱引领型”“内外协同驱动型”“技术－组织驱动型”以及“三元协同驱动型”四种类型。

研究结果表明：（1）央企控股上市公司的高组织韧性形成是多重因素的动态联动结果。（2）以数字化转型为牵引可以帮助央企控股上市公司驱动形成企业韧性，但需要组织维度和环境维度因素的同时作用。（3）无论央企控股上市公司通过何种路径来驱动形成韧性，组织维度的条件（非沉淀性冗余资源、沉淀性冗余资源或高管团队社会资本）都必不可少。（4）企业社会责任对央企控股上市公司高组织韧性的形成起到了关键的作用。（5）危机情境下来自政府的补助并不能帮助企业驱动产生高组织韧性。

本文的研究成果补充了现有文献对数字化转型背景下有关组织韧性形成的复杂因果机制的相关研究，丰富了中国情境下有关组织韧性驱动机制的实证研究， 提出了央企控股上市公司形成组织韧性的组态路径，为组织转危为机提供借鉴，帮助央企控股上市公司在危机情境下化逆境为动能，实现高质量发展。

Amid the intertwined complexity and transformations of the domestic and international environments, "preventing and resolving major risks" has been elevated to a level that concerns the overall development of China's economy. As the primary entities responsible for preventing and resolving such risks, central enterprises shoulder the important responsibility and mission of preventing and defusing major risks from the micro-level perspective. Under the crisis, only central enterprises with organizational resilience can survive, adapt, and even thrive under such unexpected crisis scenarios. At the same time, amidst the tide of the digital economy, digital transformation has become a "compulsory course" for central enterprises, exerting profound influences on their response to crisis and the process of forming organizational resilience. Therefore, it is of theoretical breakthrough and practical necessity to explore which factors affect the level of organizational resilience in central enterprises against the backdrop of digital transformation, and to identify the various condition configurations that drive organizational resilience in a "convergent" manner, is both theoretically groundbreaking and urgently needed in practice. 

This article takes the crisis brought by the COVID-19 pandemic as an observation window, with centrally controlled listed companies as the research subject. Using the TOE analytical framework, six antecedent conditions were selected from the three dimensions of technology, organization, and environment: the degree of digital transformation, non-precipitating redundant resources, precipitating redundant resources, top management team social capital, and corporate social responsibility. Organizational resilience is taken as the outcome variable. By using the fuzzy-set qualitative comparative analysis (fsQCA) method, this paper explores the complex causal mechanisms between multiple influencing factors and the formation of organizational resilience in centrally controlled listed companies from a configurational perspective. The study ultimately identifies six solutions for the formation of high organizational resilience in centrally controlled listed companies. Based on the distribution of these configurational conditions across different dimensions, they are classified into four types: "organizational internal driven", " internal-external driven ", "technology-organization driven", and "ternary collaborative driven".

The research results show that: (1) the formation of high organizational resilience of listed companies controlled by central enterprises is the dynamic linkage result of multiple factors.(2) Taking digital transformation as a traction can help listed companies controlled by central enterprises drive the formation of corporate resilience, but it needs the simultaneous action of organizational dimensions and environmental dimensions. (3) No matter what path the listed companies controlled by the central enterprises take to drive the formation of resilience, the conditions of organizational dimension (non-precipitating redundant resources, precipitating redundant resources, or top management team social capital) are essential.(4) Corporate social responsibility plays a key role in the formation of high organizational resilience of listed companies controlled by the central enterprises.(5) Subsidies from the government cannot help enterprises drive high organizational resilience in crisis situations.

The research results of this paper complement the theoretical gap in the existing literature regarding the insufficient research on the complex causal mechanism of the formation of organizational resilience under the background of digital transformation. It enriches the empirical research on the driving mechanism of organizational resilience in the Chinese context, and proposes configuration paths for listed companies controlled by the central enterprises to cultivate organizational resilience. This provides a realistic reference for organizations to transform crises into opportunities, enabling centrally controlled listed companies to convert adversity into momentum and maintain high-quality development in crisis situations.