Abstract:    Under the strategy of high-quality development, Chinese enterprises are striving to achieve high-end strategic change through the reconfiguration of non-scale free resources. However, they exhibit certain challenges such as internal resource limitation and insufficient external legitimacy. To overcome these problems, this study made multiple case studies of Feihe, Zhuye Qing, and Yadea to explore the reconfiguration mechanisms of enterprises in non-scale free resources. The study revealed that: (1) the high-end strategic change of Chinese enterprises underwent stages of "legitimacy establishment" and "legitimacy enhancement". Similarly, the mechanisms for reconfiguring non-scale free resource evolved from "compensation reconfiguration" to "differentiation reconfiguration"; (2) High-end strategic change not only relies on a single reconfiguration pattern, but also combines the collaborative, hybrid, and internal reconfiguration patterns, to leverage non-scale free resources and scale-free resources; (3) Reconfiguration mechanisms utilize combinations of resource levers to adjust internal and external resources, reducing the overall reconfiguration expenses such as the costs associated with resource acquisition. Notably, the usage of similar levers varies slightly across diverse enterprises. In summary, this study will provide a reference in seeking resource reconfiguration path for Chinese enterprises to break through adversity and achieve high-end strategic change.

Key words: high-end strategic change, non-scale free resource reconfiguration, resource leverage, longitudinal multiple case study