The study selects “Meng Wanzhou Incident” of Huawei as a typical case in extreme oppression situations to analyze the corporate narrative tactics in crisis management. Using Huawei’s company statement as a corporate narrative and Meng Wanzhou’s interview letters as a “two-line” comparison and interaction of personal narratives, with the help of coding analyses and non-participatory observations to discover the main propositions, this study refines Huawei’s role in “Meng Wanzhou Incident”. We find that the core characteristics of an enterprise’s narrative tactics in crisis management are objective, refined, timely, clear and comprehensive, and rational narrative expression is better for enterprise development. The narrative expression of the individual in enterprise crisis management can be complementary, such as emotional, and the best tactic is to avoid targeting the main parties involved in the crisis and take into account both sensibility and rationality, so as to win the sympathy and understanding of public opinions. This case summarizes the characteristics of several narrative tactics and refines the complementary model of organization and individual narrative tactics in corporate crisis management. Organizations tend to focus on facts and avoid crisis expansion, and put forward countermeasures and suggestions in a targeted manner.

With the development of digital economy and consumption upgrading, cross-border e-commerce platform enterprises with the characteristics of decentralization need to break the traditional way of value mining to coordinate with multiple entities. Based on the perspective of value creation subjects, this paper selects S’YOUNG Group as the research object, and uses procedural grounded theories to explore how value orientation at different development stages matches resource actions to realize value creation, and how value orientation at each stage of specific structures affects the layout of a business model. This paper discusses the business model characteristics and the iterative evolution paths of cross-border e-commerce platform enterprises represented by S’YOUNG Group in each stage. It is found that with the extension of enterprise value orientation from “business orientation” and “technology orientation” to “platform orientation”, the subject of enterprise value creation has realized the transformation from “enterprise” and “enterprise-customer” to “enterprise-multi-subject”. The evolution path of the business model is the iteration of “self-oriented business model → market demand business model → multi-dimensional collaborative business model”. The matching and coordination between value orientation and resource actions is an important condition for the business model innovation of cross-border e-commerce platform enterprises. A collaborative value creation process includes value creation for end customers, value acquisition by platform enterprises themselves, value acquisition by other partners, and value transmission and distribution among these subjects. This paper has an important reference significance for cross-border e-commerce platform enterprises in resource utilization and value-oriented adjustment to improve business difficulties.

In a complex and dynamic environment, entrepreneurs need to assess the situation, adjust entrepreneurial activities and realize the adaptive evolution of attention allocation. Based on the attention-based view (ABV), this paper discusses the allocation process of entrepreneurs’ attentions from a dynamic and interactive perspective. It clarifies the specific content and interaction forms of entrepreneurs’ cognition and environmental stimuli and refines the adaptive evolution mechanism of entrepreneurs’ attention allocation. The results show that ① there are eight types of interaction between entrepreneurs and environmental stimuli: opportunity-oriented search and analogy, experience-oriented selective absorption, reflection and traceability, concept-oriented concept fusion, concept expansion, and concept association. ② There are two evolutionary characteristics in entrepreneurs’ attention transfer: one is the accumulation of experience and clear boundaries, and the other is concept formation and guidance. ③ The adaptive evolution mechanism of entrepreneurs’ attention allocation includes three attention allocation mechanisms, three learning mechanisms, and four evolutionary forms. This study contributes to the attention-based view and entrepreneurial cognition research, and also provides practical implications for entrepreneurs who are planning or undergoing enterprise transformation.

China is committed to developing environmental protection industries to improve people’s well-being. It is common for the environmental industry to use digital technology to achieve boundary spanning. However, there is still a theoretical gap in the mechanism of the boundary crossing process driven by digital technology. Drawing on structuration theories, this paper conducts a longitudinal single case study of TUS-EST (Tus Environmental Science And Technology Development Co. , ltd. ) which practices brand boundary-crossing actively, and builds a model of boundary crossing mechanism driven by digital technology. And three conclusions are reached. First, by acquiring, sharing, utilizing, penetrating and integrating, digital technology adjusts organizational structures to achieve boundary crossing. Second, digital technology drives the adjustment of the organizational structure at different stages, specifically, the organization integrates the allocation and authority resources from inside to outside under the rule change of “constructive rule - normative rule”. Finally, organizational boundary crossing experiences a process from the internal boundary of “vertical boundary - horizontal boundary” to the external boundary of “vertical boundary - horizontal boundary - vertical & horizontal multi-dimensional boundary”. The internal and external boundaries reinforce each other and move in cycles.

In recent years, China’s capital market presents a situation of A-shares at “all-in pledge” and shareholders being “panic at pledge”. Controlling shareholders’ hollowing out listed companies through equity pledges becomes more rampant. Do controlling shareholders pledge their shares just to hollow out their listed companies？ In this paper, we take the controlling shareholders’ motivation of equity pledge as the core concept, on the basis of theories in principal-agent, control and signal transmission, to build an analysis system of “motivation - behavior - mechanism of actions - results”. Taking Oriental Yuhong as an example, we try to answer the above questions and analyze the mechanism of those actions. The research results show that the controlling shareholder pledged a high proportion of equity to obtain funds to support Oriental Yuhong’s development so that it could seize the historical opportunities and become the leader of the industry. Because of the influence of such factors as stable governance structure, simple property right structure and so on, controlling shareholders could obtain a huge amount of sharing benefits. If the sharing benefit of the controlling shareholder is greater than the private benefit, as an economic man, the controlling shareholder is more likely to “support” the development of the listed company to obtain higher returns. This paper analyzes the source of the controlling shareholder’s motivation to “support” the development of listed companies and its positive influence from such dimensions as business, investment and fundraising activities, which has certain guiding significance for the practice of equity pledge by controlling shareholders of listed companies in China.