科研管理

科研管理 ›› 2025, Vol. 46 ›› Issue (11): 23-31.DOI: 10.19571/j.cnki.1000-2995.2025.11.003

• 论文 • 上一篇    下一篇

数字化情境下“小巨人”企业成长机制研究

李忠顺1,2，谢卫红1,2，王永健2,3   

  1. 1.广东工业大学 经济学院,广东 广州510520;
    2.广东工业大学 数字经济与数据治理重点实验室,广东 广州510520;
    3.广东工业大学 管理学院,广东 广州510520
  • 收稿日期:2024-01-23 修回日期:2025-01-19 接受日期:2025-01-20 出版日期:2025-11-20 发布日期:2025-11-07
  • 通讯作者: 谢卫红
  • 基金资助:
    国家社会科学基金重大招标课题：“人工智能对制造业转型升级的影响与治理体系研究”（23&ZD090，2023.12—2027.12）；国家自然科学基金面上项目：“人工智能驱动的制造业服务化机制及其绩效研究：基于可供性和价值共创视角”（72473032，2025.01—2028.12）；教育部人文社会科学研究青年基金项目：“智能制造企业商业模式的类型识别、动态评价及影响机制研究”（23YJC630099，2023.10—2026.10）；广州市哲学社会科学发展“十四五”规划课题：“智能制造企业商业模式重构与全要素生产率提升：以广州市为例”（2023GZGJ60，2023.06—2025.05）。

Research on the growth mechanisms of "Little Giant" enterprises in the digital context

Li Zhongshun1,2, Xie Weihong1,2, Wang Yongjian2,3   

  1. 1. School of Economics, Guangdong University of Technology, Guangzhou 510520, Guangdong, China;
    2. Key Laboratory of Digital Economy and Data Governance, Guangdong University of 
    Technology, Guangzhou 510520, Guangdong, China;
    3. School of Management, Guangdong University of Technology, Guangzhou 510520, Guangdong, China
  • Received:2024-01-23 Revised:2025-01-19 Accepted:2025-01-20 Online:2025-11-20 Published:2025-11-07

摘要：    专精特新“小巨人”企业展现出显著的成长潜力，然而对其在数字化情境下实现高成长内在机制的研究仍显不足。本文基于77家高端装备制造业专精特新“小巨人”企业的数据，采用fsQCA方法分析了竞争战略（专业化战略、差异化战略）、商业模式（内容、结构、治理）及数字技术创新对企业成长的组态效应，并进行了典型案例的验证性分析。研究发现：（1）高专业化战略是专精特新“小巨人”企业实现高成长的共性核心条件。（2）高成长组态有四种：内容主导专业型、结构主导专业型、数字治理专业型以及结构主导特色型，这些组态可进一步归纳为专业化导向、差异化结构模式。（3）高数字技术创新下，高专业化战略与强商业模式治理的匹配能促进企业高成长；非高数字技术创新下，企业高成长可以通过高专业化战略与强商业模式内容匹配，或高专业化/差异化竞争战略与强商业模式结构匹配来实现。（4）非高成长组态显示，在专业化战略、数字技术创新程度均不高的情况下，即使其他个别条件表现突出也难以推动企业实现高成长。研究结果不仅揭示了数字化情境下专精特新“小巨人”企业实现高成长的内在机制，而且有助于为中小制造企业持续成长提供重要管理启示。

关键词: 专精特新“小巨人”, 企业成长, 竞争战略, 商业模式, 数字技术创新

Abstract:    Specialized, refinement, differential, and innovation (SRDI) "Little Giant" enterprises exhibit remarkable growth potential, but research on the underlying mechanisms enabling their high-speed growth in digital contexts remains insufficient. Based on the data from 77 SRDI "Little Giant" enterprises in the high-end equipment manufacturing industry, this study employed the fsQCA method to analyze the configurational effects of competitive strategies (specialization strategy, differentiation strategy), business models (content, structure, governance), and digital technology innovation on enterprise growth. A validation analysis using typical cases was also conducted and the findings revealed as follows: (1) A high specialization strategy is a common core condition for achieving high growth in SRDI "Little Giant" enterprises. (2) There are four types of high-growth configurations: content-dominated specialization type, structure-dominated specialization type, digital governance specialization type, and structure-dominated differentiation type. These configurations can be further categorized into two patterns: specialization-oriented and differentiation-structured models. (3) Under high digital technology innovation, the fit between a high specialization strategy and strong business model governance promotes enterprise high growth. Under low digital technology innovation, high-speed growth can be achieved through the fit of a high specialization strategy with strong business model content or the fit of high specialization / differentiation strategies with strong business model structure. (4) Non-high-growth configurations indicate that when both specialization strategy and digital technology innovation are weak, even if other individual conditions are strong, enterprises still struggle to achieve high growth. These findings have not only uncovered the mechanisms by which SRDI "Little Giant" enterprises achieve high-speed growth in digital contexts but also will provide important managerial insights for the sustained growth of small and medium-sized manufacturing enterprises.

Key words: SRDI "Little Giant", enterprise growth, competitive strategy, business model, digital technology innovation