How to Enhance Business Model Resilience: The Mechanism of Dynamic Capability and Leadership Style in the Enterprise-User Interaction

In the context of an increasingly volatile and crisis-prone business environment, the ability of an enterprise to develop a robust and resilient business model is critical for its long-term sustainability. While existing research has explored the relationship between enterprise behavior and business model resilience, the majority of these studies adopt an enterprise-centric perspective and rely predominantly on qualitative methodologies. Consequently, there is a notable gap in quantitative research examining the relation-ship between enterprise-user interaction and business model resilience. Addressing this gap, this study employs dynamic capability theory as its theoretical foundation and utilizes a sample of 300 questionnaires to investigate the internal mechanisms through which enterprise-user interaction influences business model resilience. The findings reveal that enterprises engaging in more frequent interactions with users tend to exhibit stronger business model resilience. Furthermore, dynamic capability serves as a mediating mechanism in the relationship between enterprise-user interaction and business model resilience. Additionally, knowledge-oriented leadership, as an emerg-ing leadership style, plays a moderating role in the relationship between enter-prise-user interaction and dynamic capability, as well as in the mediating effect of dy-namic capability. This study contributes to the literature by deepening the under-standing of the interplay between enterprise-user interaction and business model re-silience. Moreover, it offers practical insights for enterprises seeking to enhance their business model resilience in the VUCA era.