Digital Agility and Business Resilience: Identifying Employee and Organisational Enablers Across Resilience States Through a Hybrid Decision Analytic Approach

Purpose This study aims to examine how employee- and organisation-level enablers of digital agility contribute to different states of business resilience in Indian educational technology (EdTech) small and medium-sized enterprises (SMEs). Grounded in Dynamic Capabilities Theory (DCT), the study investigates the capability configurations associated with four analytically distinct resilience states: Sense, Adapt, Thrive, and Transform. Design/methodology/approach Data were collected online using a structured questionnaire, yielding 765 valid responses. An integrated approach combining Rough Set Theory (RST) and Formal Concept Analysis (FCA) was employed to identify capability configurations and derive decision rules associated with different business resilience states. Findings Digital leadership was associated with all four resilience states, while digital self-efficacy, digital mindset, and digital fluency were more prominent in the sense and adapt states. Digital innovation capability and organisational mindfulness were more strongly associated with the thrive and transform categories. These findings indicate that digital agility supports resilience through different capability configurations. Originality/value The study extends DCT by conceptualising digital agility as a higher-order dynamic capability enacted through distinct employee-level and organisation-level capability configurations across different resilience states. Methodologically, it demonstrates the value of integrating Rough Set Theory and Formal Concept Analysis to explain business resilience in digitally intensive and uncertain environments.