One Size Does Not Fit All: A Configurational Analysis of Asymmetric Paths to Organizational Resilience for SMEs and Large Enterprises

The escalation of geopolitical tensions has forced global manufacturers to reconfigure their supply chains. While Digital Transformation (DT) is widely touted as a primary driver of resilience, traditional variance-based research often assumes a symmetric, linear relationship that applies universally across firms. This study challenges this assumption through the lens of Complexity Theory. Viewing supply chains as Complex Adaptive Systems (CASs), we employ Fuzzy-Set Qualitative Comparative Analysis (fsQCA) on a stratified sample of 928 manufacturers in a geopolitical high-risk zone (Taiwan). We identify equifinal pathways to Organizational Resilience, revealing a fundamental asymmetry between organizational types. The results suggest that while large enterprises rely on a resource-intensive strategy—which we term the “Digital Fortress” configurational metaphor (combining high digital maturity and agility as a core condition)—SMEs can achieve high resilience through an “Agile Dodger” configuration, leveraging operational agility and niche positioning without necessitating high digital maturity. This study contributes to the systems literature by mapping the “topology of resilience” and offering tailored configurational pathways that complement traditional variance-based perspectives in volatile ecosystems.