在异质资源稀缺、御险能力薄弱情境下，精益数字化如何影响制造企业组织韧性是亟待解答的问题。基于耗散结构理论，采用多案例研究方法探索精益数字化如何赋能制造企业组织韧性的生成逻辑与作用机理，结果发现，组织韧性形成是一个“韧性激活→韧性调整→韧性表现”不断循环迭代的过程。在组织韧性形成过程中，制造企业经过熵增、熵减和反熵演化，促使组织结构实现从混乱无序到低级有序再到高级有序的自适应优化，进而产生抵抗承受、调整恢复和复原成长3个演化阶段，并呈现出3种组织韧性生成逻辑：①环境冲击响应→资源整合重组→组织利益联结；②情境识别干预→链合创新技术协同→组织效益扩容；③战略层面调整→引领组织思想→组织责任驱动。精益数字化通过标准化筑牢根基、自动化激活响应、均衡化驱动进化三阶赋能机制，重塑组织韧性生成路径。研究结论揭示技术嵌入管理与管理重塑技术的双向互构逻辑，为制造业破解“高熵陷阱”，实现“抗冲击—快恢复—稳增长”韧性闭环提供可复制的行动框架，助力企业从数字化转型迈向韧性智造。

Against the backdrop of intensifying VUCA characteristics in the global economy, manufacturing enterprises are confronted with multiple nonlinear shocks , including geopolitical risks and the reconstruction of industrial supply chains. The traditional model reliant on economies of scale and static resource allocation has fallen into the high-entropy trap due to strategic inertia, exposing the deep-seated contradiction between resource redundancy and insufficient agile response. Lean digitalization reconstructs the underlying logic of the value stream through data flow, integrating the essence of lean management with industrial Internet technology. This approach facilitates dynamic resource allocation, enabling a transition from merely eliminating waste to actively preventing entropy increase, thereby transforming organizational resilience from passive repair to proactive evolution. Although lean digitalization is regarded as the key path to break the predicament of the manufacturing industry, there is still a theoretical decoupling predicament in its interaction mechanism with organizational resilience. At present, both research and practice encounter core bottlenecks such as an absence of collaborative mechanisms between lean concepts and digital technologies, along with an inadequacy in dynamic capability quantitative evaluation systems. Ultimately, this leads to systemic challenges where data empowerment struggles to be effectively translated into gains in resilience. Therefore, elucidating the mechanism by which lean digitalization empowers organizational resilience is not only essential for addressing risks in the VUCA era but also serves as a pivotal proposition for bridging gaps at their theoretical intersection.
In this study, four typical and representative Chinese manufacturing enterprises—FAW Car Co., Ltd., Weichai Power Co., Ltd., Huaxing Textile Group Co., Ltd., and TZME (Tianjin) Co., Ltd.—are selected as samples. The aim is to elucidate the fundamental logic and mechanisms through which lean digitalization influences the development of organizational resilience in manufacturing firms. The research findings indicate that the formation of organizational resilience is a continuous iterative process characterized by three stages: resilience activation, resilience adjustment, and resilience performance. Drawing on the theory of dissipative structures, the study concludes that enterprises engage with negative entropy factors through a sustained influx of positive entropy flow, thereby facilitating the periodic establishment and reconstruction of dynamic equilibrium. Furthermore, under critical threshold triggers, the nonlinear synergy effect becomes exponentially amplified, enabling enterprises to generate driving forces for adaptive evolution within their systems. When external disturbances surpass threshold boundaries, fluctuations among internal elements activate self-organizing mechanisms, ultimately leading to a transformative leap from disorder to order within the enterprises.
The findings reveal three evolutionary stages: (1) In the resistance-absorption stage, short-term economic resilience is built via a dynamic path of environmental impact response (X1) → resource reconfiguration (Y1) → interest alignment (Z1) during crisis response. (2) In the adjustment-recovery stage, mid-term structural resilience emerges through a progressive path of situational recognition (X2) → technological chain integration (Y2) → benefit expansion (Z2) in crisis rebound. (3) In the recovery-growth stage, long-term strategic resilience is achieved via a spiral path of strategic recalibration (X3) → leadership cognition advancement (Y3) → responsibility-driven transformation (Z3) for crisis reversal. Furthermore, the incorporation of lean digitalization offers an innovative shortcut for fostering organizational resilience within enterprises, thereby enhancing both recovery and rebound speed when faced with adverse factors. These mechanisms demonstrate how lean digitalization facilitates structural optimization from disorder to hierarchical order through entropy evolution, enabling the generation of resilience via standardized foundations, self-activated responsiveness, and equilibrium-driven evolution.
From the perspective of dissipative structure theory, this paper employs a multi-case study methodology to delve into the mechanism through which lean digitalization enhances the organizational resilience of manufacturing enterprises. Research findings uncover the bidirectional co-construction logic between technology- imbued management and management-reshaped technology. Moreover, the study offers a replicable operational framework for the manufacturing sector to escape the high-entropy trap and realize a resilient closed loop of shock resistance, rapid recovery, and stable growth. These outcomes not only furnish a theoretical foundation but also supply practical insights for elucidating the intrinsic link between the achievement of intelligent manufacturing upgrades and the bolstering of organizational resilience within Chinese manufacturing enterprises.