Entrepreneurial Resilience, Entrepreneurial Orientation, and Digital Transformation Capability: A Conceptual Framework for Innovation Performance in Chinese E Commerce Startups

HRMARS - Purpose: This study develops a dynamic-capability framework linking entrepreneurial resilience (ER), entrepreneurial orientation (EO), and digital transformation capability (DTC) to innovation performance (IP) in Chinese e-commerce startups. It addresses the risk of viewing these capabilities in isolation by showing that resilience must be channelled through a proactive strategy and operationalized via digital transformation. Design/methodology/approach: Grounded in Dynamic Capabilities Theory, the model (ER ? EO ? DTC ? IP) is proposed for empirical testing through a longitudinal, time-lagged design—measuring ER and EO at Time 1, DTC at Time 2, and IP at Time 3—using Partial Least Squares Structural Equation Modeling (PLS-SEM). Research limitations/implications: Although conceptual at this stage, the proposed framework sets the foundation for longitudinal, multi-wave empirical validation. It highlights the need to consider venture stage, sub-sector type (B2C vs. B2B), and founder experience as control variables that shape capability development trajectories in digital ecosystems. Practical implications: Founders should balance resilience, strategic boldness, and digital execution; investors and policymakers should assess capability complementarities rather than isolated factors. Originality/value: This study contributes to entrepreneurship and digital transformation literature by offering a unified, dynamic-capability perspective that connects ER, EO, and DTC within the context of China’s digital platform economy. It highlights the strategic cost of neglecting their interdependence—resilient firms may survive but fail to innovate, and proactive startups may envision but fail to execute without digital capability alignment.