Innovation plays an important role in obtaining long-term competitive advantages for enterprises and its importance is further stressed after the world′s economy has suffered serious damages by the COVID-19. The present studies focus on how enterprises can further promote innovation, whereas it is seldom discussed about how to stabilize and maintain innovation ability in the crisis. Since Haier Group constructed a maker incubation platform, it has subverted the traditional bureaucratic structure, broken organizational boundaries, and realized platformization and decentralization. The leadership style of collaborative development among leaders, employees and platforms in such organizations is defined as platform leadership. It is a new leadership model to cope with environmental change, but whether platform leadership can promote sustainable innovation against the unknown environmental shocks or even crises remains to be verified. In a dynamic environment, an organization's ability to respond quickly and adapt is the guarantee to maintain its competitive advantage and survive the crisis. The resource-based view holds that resource heterogeneity is the source of organizational core competitiveness, which explains the advantage of resource accumulation formed by high autonomy organizations under platform leadership. From the dynamic perspective, the dynamic capability theory points out that the ability of organizational resilience to integrate and utilize resources brings sustainable advantages to the organization, thus ensuring the organizational innovation. Therefore, when an enterprise is affected by an unexpected crisis, its original strategic plan is disrupted, and the enterprise with strong organizational resilience can gain the time difference to quickly recover from the crisis and restructure its business. Based on the resource-based theory and dynamic capability theory, this study constructs a model of platform leadership impact on the sustainable innovation capacity through organizational resilience, and explores the impacts with the emphasis on the role of organizational resilience.#br#The study collects data through a questionnaire and selects the samples from enterprises in high-tech zones and science and technology industrial parks in Beijing, Shanghai, Jinan and Qingdao. 361 valid questionnaires are retrieved from middle and senior managers of enterprises. SPSS, Mplus and other tools are used to verify the research hypothesis.#br#The results prove that platform leadership has a positive effect on sustainable innovation capability. Organizational resilience partially mediates the relationship between platform leadership and sustainable innovation capability. Environmental dynamics and competitiveness positively moderate the effect of platform leadership on sustainable innovation capability, and moderate the mediating effect of organizational resilience on the relationship between platform leadership and sustainable innovation capability.#br#Through empirical analysis, this study expands the research of platform leadership. It confirms that with the increase of environmental dynamics and competitiveness, platform leadership has a stronger impact on sustainable innovation ability through organizational resilience, indicating that crisis not only causes organizational loss, but also promotes organizational resilience and stable organizational innovation. The paper has some practical significance. First of all, since platformization is a positive trend, leaders are suggested to change the hierarchical structure, break the boundary and improve information interaction among different groups, help subordinates to take self-achievement rather than organizational contribution as career orientation, and provide the necessary support to establish the platform for organizational development. Secondly, if an organization wants to maintain its own advantages or seize opportunities in a crisis, it should fully acquire, utilize and integrate resources to build its own impact resistance and form organizational resilience. This study shows that, in addition to the antecedent of platform leadership, organizations should adopt an open attitude towards environmental changes, rather than simply avoid or ignore them, and rely on reflection and adjustment during each acceptable change to form organizational resilience. Finally, it is not necessary for the organization to carry out innovation activities without interruption. Under the premise of practical conditions, when facing the pressure of crises and emergencies, the organization should not mobilize all resources to solve a single problem and stop innovation, but instead they should improve the resilience of the organization to improve the ability of continuous innovation, so as to maintain the stability of innovation.#br#
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