Abstract:

With the globalization of economy and trade, the competitive environment faced by venture enterprises is turbulent, and the competitive advantages created by venture enterprises are also extremely uncertain. Turbulent technology and uncertain competitive advantages force managers of the enterprise to focus on policies, technologies and enterprise development patterns accurately, identify development opportunities in the environment, and form unique competitive advantage by protecting, updating, creating unique resources and coordinating organizational actions to seize opportunities. For the Chinese venture enterprises, how to continuously improve their resource capacity to cope with the changing environment has become the key to success or failure. 
Teece and others define dynamic capabilities as the ability of enterprises to integrate, construct, and reconstruct internal and external resources. They are high-level capabilities for expanding, modifying, and creating conventional capabilities(low-level capabilities).This definition is recognized by Winter. Helfat further pointed out that dynamic capabilities are the ability of an organization to change its underlying resources in a series of ways. They are the ability to build in the process of creating, expanding or modifying its resources. They are the ability possessed by the main decision makers of enterprises based on expectations to enhance the competitive advantage of an organization in the process of reconfiguring enterprise resources.
The resource-based view holds that the collection of specific resources and capabilities that are initially endogenous to the enterprise is the source of competitive advantage necessary to compete with competitors. It emphasis on the value of resources, scarcity, difficulty in imitating and difficult to substitute qualities, which is the premise to form core competitiveness. From the perspective of the sociology and behavioral characteristics of the organization, the evolutionary view emphasizes that resource competence is the result of the interaction of various elements, is the product of the evolution process, and is regarded as an organizational level concept, which is formed by the interaction of organization and environment.
On the one hand, the theory believes that the development and evolution of organizational capabilities are blinded by external uncertainties. Therefore, enterprises should integrate and change their resource bases to adapt to changing environments, and help enterprises to evolve their conventional capabilities, and mainly explain organizational behavior.
On the other hand, it is believed that to some extent the interpretation of external technology and market factors by corporate executives compensates the uncertainty caused by changes in external influence factors. The manager’s dynamic performance promotes the organization’s continuous deployment of internal resources and ability to form core competencies, but the excessive accumulation of core competencies will also make it difficult for enterprises to return to the “capability trap”, becoming the main obstacle to the rapid development of enterprises. The resource-based view analyzes the competitive advantage of enterprises from the perspective of the heterogeneity of basic resources, while the theory of ability evolution discusses the formation of enterprise ability from the perspective of the ability development process. However, the former lacks the research on the formation mechanism or process of resource uniqueness, while the latter overemphasizes the general action process of organizational convention and selection mechanism.
Meanwhile, few studies combine the two to further analyze in detail how to coordinate the cognitive layer of management and organizational behavior layer to derive stable and profitable organizational paths and build and develop their core capabilities; what role does the strategic response behavior in coordination with senior executives’ strategic judgment play in the process of capacity generation; and what are the evolution path of enterprise resources and the internal generation mechanism of venture enterprises’ dynamic capability when faced with changing internal and external situations.
This study believes that in the process of the venture enterprise development, the insight and grasp to the future opportunities and the perception and interpretation to environmental factors by senior management teams are conducive to the construction of the venture enterprises’ core competence, the reversal of the weakness of lack of competence and the capture of commanding heights in the market. However, the formation of the venture enterprises’ resource capacity is a long-term process. In order to fully understand the mechanism of capacity generation, it is necessary to consider the evolution of managers’ attention, the environment and resources they perceive and pay attention to, and acknowledge the role of the adaptation mechanism of management layer and behavior layer plays in the process of the venture enterprises’ capacity generation.
In view of this, this article conducts a typical case study ofInner Mongolia Mengcao Ecological Environment (Group) Co., Ltd. to explore the formation mechanism of venture enterprises’ resource capabilities, evolutionary path of those capabilities, and the internal mechanism of their dynamic capability formation by focusing on the institutional, technological and industrial environment faced by the Chinese enterprises.
First, it identifies the factors that contribute to the formation of venture enterprises’ resource capacity, and sorts out the internal adaptation mechanism of management cognitive layer and organizational behavior layer during the formation of venture enterprises’ resource capacity. Secondly, it analyzes how the management team generates strategic judgment and coordinate organizational strategy implementation to affect the upgrading of venture enterprises’ resource capability. Finally, it discusses the internal relationship between enterprises’ cognition, action and capability, and separates out the internal mechanism in the process of dynamic capability formation. This study wants to provide a new analytical paradigm for the theory of enterprise resource competence and a management reference for the practice of the venture enterprise core competence innovation in the dramatically changing competitive environment. 
The results of this study illustrate that: (1) In the rapid development of the enterprise, the strategic judgment of management cognitive layer and the strategic execution of organizational action layer are important factors for promoting the generation of enterprises’ resource capabilities. (2) The advancement of enterprises’ resource capabilities is mainly driven by the guiding behavior of the developmental view of management cognitive layer and the division cognitive results of organizational action layer.The upgrading process of enterprises’ resource capabilities is "integration capability-extension capability-reconstruction capability". (3) A "cognitive -action- capability" relationship model is proposed to clarify the intrinsic relationship among the strategic judgment of management cognitive layer, the strategic execution of organizational action layer and evolution of enterprise resource capabilities, and analyze the internal mechanism in the process of forming dynamic capability.
The research results of this paper not only have theoretical value for explaining the cross-level adaptation mechanism of management cognitive layer and organizational behavior layer in the process of generating enterprises’ resource capacity and the nature of the evolution path of enterprises’ resource capability, but also have far-reaching practical significance for guiding local entrepreneurs to form dynamic capabilities and maintain competitive advantage in turbulent environment.

Key words:  management cognitive layer, organizational behavior layer, resource capabilities, evolutionary process