科研管理

科研管理 ›› 2024, Vol. 45 ›› Issue (2): 117-126.DOI: 10.19571/j.cnki.1000-2995.2024.02.012

• 论文 • 上一篇    下一篇

非规模自由资源重构实现企业高端化战略变革的机理与路径

林海芬1,2，海淼1,2   

  1. 1.大连理工大学 经济管理学院，辽宁 大连116024；
    2.大连理工大学 平台治理研究院，辽宁 大连116024

  • 收稿日期:2023-06-29 修回日期:2023-08-19 出版日期:2024-02-20 发布日期:2024-01-23
  • 通讯作者: 海淼
  • 基金资助:
    国家社会科学基金重点项目: “高质量发展情境下中国企业的高端化战略变革理论研究”（21AZD119，2021.12—2024.12）。

Mechanism and path to achieve high-end strategic change through non-scale free resource reconfiguration

Lin Haifen1,2, Hai Miao1,2#br#   

  1. 1. School of Economics and Management, Dalian University of Technology, Dalian 116024, Liaoning, China;
    2. Academy of Platform Governance, Dalian University of Technology, Dalian 116024, Liaoning, China
  • Received:2023-06-29 Revised:2023-08-19 Online:2024-02-20 Published:2024-01-23

摘要：     高质量发展战略下，优秀的中国企业试图通过高端化战略变革突破低端锁定。但面对内部资源困境嵌套、外部合法性不足的“逆境”，高端化战略变革尚未找到有效资源调整方式同时塑造内部非规模和外部规模自由资源优势。对此，本研究展开对飞鹤、竹叶青、雅迪高端化变革实践的多案例研究，探索企业通过非规模自由资源重构突破逆境实现高端化战略变革的过程机理。研究发现：（1）中国企业高端化变革先后经历“合法性创建”“合法性提升”阶段，相应的，非规模自由资源重构机制也由“补偿重构”向“差异重构”演变；（2）其中，两种重构机制均突破单一重构模式并创新性融合混合、内部重构模式，从而共同塑造非规模和规模自由资源优势；（3）进一步，两种重构机制在实践过程中创新性借助组合型资源杠杆调整内外部资源，并通过杠杆应用降低资源获取、调整的时间和费用从而整体降低重构成本，但不同企业对相同杠杆的使用略有差异。本研究结论为中国企业突破逆境实现高端化战略变革提供可参考的资源重构路径。

关键词: 高端化战略变革, 非规模自由资源重构, 资源杠杆, 纵向多案例研究

Abstract:    Under the strategy of high-quality development, Chinese enterprises are striving to achieve high-end strategic change through the reconfiguration of non-scale free resources. However, they exhibit certain challenges such as internal resource limitation and insufficient external legitimacy. To overcome these problems, this study made multiple case studies of Feihe, Zhuye Qing, and Yadea to explore the reconfiguration mechanisms of enterprises in non-scale free resources. The study revealed that: (1) the high-end strategic change of Chinese enterprises underwent stages of "legitimacy establishment" and "legitimacy enhancement". Similarly, the mechanisms for reconfiguring non-scale free resource evolved from "compensation reconfiguration" to "differentiation reconfiguration"; (2) High-end strategic change not only relies on a single reconfiguration pattern, but also combines the collaborative, hybrid, and internal reconfiguration patterns, to leverage non-scale free resources and scale-free resources; (3) Reconfiguration mechanisms utilize combinations of resource levers to adjust internal and external resources, reducing the overall reconfiguration expenses such as the costs associated with resource acquisition. Notably, the usage of similar levers varies slightly across diverse enterprises. In summary, this study will provide a reference in seeking resource reconfiguration path for Chinese enterprises to break through adversity and achieve high-end strategic change.

Key words: high-end strategic change, non-scale free resource reconfiguration, resource leverage, longitudinal multiple case study