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数字化情境下“小巨人”企业成长机制研究
Research on the growth mechanisms of "Little Giant" enterprises in the digital context
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。
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.
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
SRDI "Little Giant" / enterprise growth / competitive strategy / business model / digital technology innovation
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This paper attempts to provide solutions to existing problems in Qualitative comparative analysis (QCA) research from two aspects of the research approach and analysis technique. At the level of research approach, the differences between the QCA method and quantitative research method are expounded from three aspects: theoretical objectives, research questions, and realization approaches. At the level of analysis technique, the operational strategy of the whole application process (three stages) of the QCA method is expounded in detail. Finally, three directions of further optimizing the application of the QCA methods in management and organization research are proposed, which are improving transparency, adding temporality, and trying mixed methods.
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