In the context of the knowledge economy, companies often embed intricate networks in different ways to establish cooperative relationships with other organizations. They have changed from a simple binary relationship to a complex network composed of multiple entities. With the diversification of the environment in which enterprises are located, scholars have studied the performance results of enterprise network connections from multiple perspectives. The more consistent conclusions are: the value of network connections must be higher than the simple sum of multiple links, which in turn improves the performance of enterprises. However, some scholars believe that simple network connection cannot directly affect enterprise performance, and the role of resource acquisition and organizational learning ability in this process cannot be ignored. 
    In view of the above differences, this paper believes that most of the existing researches are constrained to explore the direct impact of the characteristics of linkage structure on enterprise performance, and fail to explore the internal mechanism of network linkage to enhance the strategic performance path of enterprises from the perspective of relevant theory. From the perspective of resource-based view and organizational learning theory, the paper adopts the case study method, takes Great Wall motor company as the research object, and focuses on the issue of "how to improve the strategic performance of enterprises through the interaction between the structural characteristics of different connection stages and different key resources and organizational learning forms". The resource-based theory believes that the heterogeneous resources of the enterprise enable the enterprise to have the competitive advantage that other enterprises do not have, and with this resource, it can obtain long-term excess profits. At the same time, the development of network theory has expanded the connotation of resource-based view, indicating that heterogeneous resources also exist in embedded networks. With embedded network relations, synergies bring about the sharing of advantageous resources and information between enterprises, and promote the improvement of enterprise performance. Meanwhile, the activities of organizational learning are no longer limited to the inside of the enterprise, but between the enterprise and other entities. The existing research also shows that the network embedding method affects the innovation performance through the enterprise learning ability, and the relationship embedding directly promotes the technical innovation performance on the one hand, and promotes the performance improvement through the bridge function of the learning ability. 
    The paper further refines the enterprise network theory from the perspective of social embedding, and divides the social embedding theory into two dimensions, namely "relationship embedding " and "structural embedding ". The relationship embedding dimension focuses on the power of mutual trust between the two parties. Structural embedding is focused on analysis of problems of multi-level structure of network connection between the main body contact, the coupling interaction and connection between subject the location in the network connection, generally through the network connection size, center degree and intensity index measurement. Aiming at the interactive mechanism of inquiry, this paper chooses three dimensions of network connection scale, connection centrality and connection intensity to measure the network connection structure and interpret the structural changes of enterprise network connection in the development process. According to resource-based perspective theory, the difference in firm performance is related to the heterogeneity of resources. Early research pointed out the impact of material resources and knowledge technology resources on corporate strategic choices, which in turn affected corporate performance. 
    In the study, it is proposed that companies pass tangible and intangible assets. Resources gain competitive advantage for companies, which in turn promotes organizational learning. At the same time, relational resources play a role in building trust and expectations among enterprises in enterprise network connectivity. In order to enhance the effect of enterprise performance, integrated the characteristics of the existing research and the research object of this paper, the key resources of the enterprise through the network connection are divided into the following three types: material resources, relationship between resources, knowledge and technical resources, according to the research of Wernerfelt, combination method is divided into extra resources combination and complementary resources combination. Considering that enterprise network connection not only affects financial performance, but also has a great impact on internal processes and customer groups, etc., we adopt Kaplan′s balanced scorecard to measure the strategic performance of an enterprise from the perspectives of finance, customer, internal operation, learning and growth. The purpose of designing such research content and ideas in this paper is to break through the limitations of previous research from a single structural perspective or resource acquisition perspective, breaking the limitations of process research with a single dimension of time, combined with existing manufacturing. The purpose of designing such research content and ideas in the paper is to break through the limitations of previous studies from a single structural perspective or resource acquisition perspective, breaking the limitations of process research that is purely a single dimension of time. 
   We also combines the existing manufacturing enterprises to form a certain network connection phenomenon, for the network connection growth stage and maturity stage, through the interaction identification of network connection, resource acquisition and organizational learning, the network connection drive resource acquisition and re-induction connection structure change, along with the change of organizational learning mode, promote the co-evolution mechanism of enterprise strategic performance, and refine the process of network connection .Therefore, from the current theoretical research, network linkage can improve corporate performance, in which resource acquisition and organizational learning activities play a mediating role. 
    However, the following issues still need to be further explored theoretically: firstly, what is the logical relationship between network connection and resource acquisition and organizational learning? Second, in the network connection, how to improve enterprise performance through resource acquisition and organizational learning. What is the path? To this end, this paper uses the case study method to study the differences in network connection, resource acquisition and organizational learning in different stages of the enterprise, that is, the dynamic change mechanism of the interaction process of "network connection, resource acquisition and organizational learning" to promote enterprise performance improvement.