How does Business Ecosystem Drive Urban Economic Resilience:A Configuration Analysis Based on Complex Systems View

Abstract

Abstract: Improving the urban economic resilience can help cities more effectively respond to external shocks caused by multi-dimensional and multi-type risks, and thus achieve high-quality development. Finding out how to optimize business environment to drive urban economic resilience is the key for government policy development, and also an important issue in management research. In this paper, we construct a two-dimensional construction of “risk-resistant process - industrial structure state”, and conduct a configuration analysis based on 245 cities by NCA and fsQCA methods to explain how business environment drives urban economic resilience. The study shows that: (1) single factors of business environment do not constitute the necessary condition for generating high urban economic resilience, but improving the level of public services, human resources and financial services plays an important role in generating high urban economic resilience; (2) “multiple concurrencies” of business environment factors generate diverse configurations of high urban economic resilience. To be specific, urban economic resilience is driven through the optimization or substitution of business factors. The 4 types of business environment show that there are multiple paths to generate high urban economic resilience; (3) a favorable business environment can drive industrial structure upgrading and thus drive urban economic resilience. The findings can provide important insights for Chinese cities to optimize their business environment, cope with external shocks, and shape high economic resilience.

Key words: business environment, urban economic resilience, transaction cost theory, fuzzy-set qualitative comparative analysis (fsQCA), configuration analysis

Zhao Yunhui, Liang Yuqi, Feng Taiwen, Du Yunzhou. How does Business Ecosystem Drive Urban Economic Resilience:A Configuration Analysis Based on Complex Systems View[J]. Management Review, 2025, 37(2): 57-71.

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