The process mechanism for enterprises' strategic transformation based on dynamic capabilities

Abstract

Abstract: The dynamic capability, which has an important impact on strategic transformation process, enables enterprises to adapt to the changes in the dynamic environment. This paper, from the perspective of dynamic capability, analyzes the process mechanism of strategic transformation. The dynamic capabilities under the environment of strategic transformation can be divided into four components: environmental sensing capability, planning and design capability, organizational learning capability, as well as innovative leadership capability. Then, the process mechanism for enterprises' strategic transformation based on dynamic capability is brought forward and demonstrates the interrelation and functions of its multi-elements. Based on a longitudinal case study, it is shown that (1) the motivation of transformation, the dynamic capabilities, the planning and design of transformation, the implementation and integration of transformation, and their mutual relationships play an important role in the strategic transformation. A clear understanding of the interaction among these factors can lead us to a better implementation of transformation; (2) the key of implementation of transformation is to seize the key factors which lead to dynamic capabilities. Dynamic capabilities, throughout the entire process of transformation, enable enterprises to seize the opportunities and meet the challenges and integrate effectively resources and push smoothly the corporate restructuring.

Key words: strategic transformation, dynamic capabilities, process mechanism, case study

CLC Number:

F272

Tang Xiaowen, Liu Dunhu, Xiao Jin. The process mechanism for enterprises' strategic transformation based on dynamic capabilities[J]. Science Research Management, 2015, 36(1): 90-96.

References

[1] 薛有志,周杰,初旭. 企业战略转型的概念框架: 内涵, 路径与模式[J]. 经济管理, 2012 (7): 39-48.Xue Youzhi, Zhou Jie, Chu Xu. The concept framework of enterprise's strategic transformation: Meaning,path and mode [J].Economic Management, 2012 (7): 39-48. [2] Zsidisin G A, Siferd S P. Environmental purchasing: A framework for theory development [J]. European Journal of Purchasing & Supply Management, 2001, 7(1): 61-73. [3] Teece, D. J., Pisano, G. & Shuen, A. Dynamic capabilities and strategic management [J]. Strategic Management Journal, 1997, 18(7): 509 - 533. [4] Teece, D. J. Explicating dynamic capabilities: The nature and Micro - foundations of (Sustainable) enterprise performance [J]. Strategic Management Journal, 2007, (28): 1319-1350. [5] 焦豪,魏江,崔瑜. 企业动态能力构建路径分析: 基于创业导向和组织学习的视角[J].管理世界, 2008 (4) : 91-106. Jiao Hao, Wei Jiang, Cui Yu. The path analysis of constructing the dynamic capability of enterprise: The perspectives of entrepreneurial orientation and organizational learning [J]. Management World, 2008 (4) : 91-106. [6] Teece, D., Pisano, G. The dynamic capabilities of firms: An Introduction [J]. Industrial And Corporate Change, 1994, 3(3): 537-556. [7] Eisenhardt, K., Martin, J. Dynamic capabilities: What are they? [J].Strategic Management Journal, 2000, (21): 1105-1121. [8] 侯嘉政.企业动态能力与创业管理之研究[J].创业管理研究(台湾), 2008, 3(2): 1-28.Hou Jiazhen. Research on the dynamic capability and entrepreneurial management of enterprise [J]. Entrepreneurial Management Research(Tai Wan), 2008, 3(2): 1-28. [9] 邓少军,焦豪等. 复杂动态环境下企业战略转型的过程机制研究[J].科研管理, 2011(1): 60-61.Deng Shaojun, Jiao Hao. Fen Zhen. The process mechanism enterprise's strategic transformation in the complex and dynamic environment [J].Science Research Management, 2011(1): 60-61. [10] Levy A, Merry U. Organizational transformation: Approaches, strategies, theories [M]. Greenwood Publishing Group, 1986. [11] Ginsberg A. Measuring and modelling changes in strategy: Theoretical foundations and empirical directions [J]. Strategic Management Journal, 1988, 9(6): 559-575. [12] Bounds G M, Dobbins G H, Fowler O S. Management: A total quality perspective [M]. South-Western College Pub., 1995. [13] Lewin K. Frontiers in group dynamics [J]. Human relations, 1947, 1(1): 5-41. [14] Beer M, Eisenstat R A, Spector B. Why change programs don't produce change [J]. 1993. [15] 周长辉. 中国企业战略变革过程研究:五矿经验及一般启示 [J],管理世界, 2005(12): 123-135.Zhou Changhui. Research on the strategic changing process of Chinese enterprise: Minmetals' experience and general revelation [J] Management World, 2005(12): 123-135. [16] Helfat C E, Finkelstein S, Mitchell W, et al. Dynamic capabilities[J]. Understanding Strategic Change in Organizations, 2007. [17] 冯海龙. 基于组织学习的企业战略转型研究[J]. 科学学与科学技术管理, 2006, 27(3): 169-170.Feng Hailong. Research on the strategic transformation of enterprise: The perspective of organizational learning [J]. Science of Science and Management of S. & T., 2006, 27(3): 169-170. [18] Schendel, D., Patton, G. and Riggs. Corporate turnaround strategies: A study of profit decline and recovery [J]. Journal of General Management, 1976(3): 3-11. [19] Kotter, J.P. & Heskett, L.J. Corporate culture and performance [M]. Don Mills: Maxwell Macmillan Inc., 1992. [20] Pettigrew, A. M. Longitudinal field research on change: Theory and practice [J]. Organization Science, 1990, 1 (3): 267- 292. [21] Eisenhardt K M. Building theories from case study research [J]. Academy of management review, 1989, 14(4): 532-550. [22] Yin R K. Case study research: Design and methods [J]. 1994.