With the change of the economic situation, the manufacturing industry is moving towards a new stage of system restructuring, and the wide range of influence and high degree of disruption of intelligent manufacturing is unprecedented, which has become a new track for the transformation and leap of manufacturing enterprises. However, how can intelligent manufacturing empower the value chain of core enterprises? Coupling mechanism is not yet known. Accordingly, this paper introduces Haier as the research object based on the grounded theory to encode the data, and bridges the major theories of intelligent manufacturing and value chain. The research results present that intelligent production, intelligent products, intelligent services are important research factors to formation the value chain coupling mechanism of the intelligent manufacturing core enterprise. As a result, we construct the value chain coupling mechanism model of intelligent manufacturing core enterprise, analyze the dynamic evolution mechanism of the value chain. This research is expected to coordinate the promotion of intelligent transformation and upgrading and enhance the position of Chinese enterprises in the competitive pattern of the global manufacturing industry.

The construction of authority during intergenerational succession (IS) has become increasingly important with the advent of the peak of IS of family businesses(FB) . Based on the perspective of organizational imprinting,this paper analyzed IS under the long-term orientation of FB from a historical perspective, focused on the microscopic mechanism of authority construction, and proposes an authority construction model during intergenerational succession. The results show that: the second generation can build formal authority according to the mechanism of “organizational imprinting — institutionalization — organizational institutions”, and gain individual authority by mechanisms of “organizational imprinting — organizational inertia — organizational identification” and “organizational imprinting — organizational inertia — portfolio entrepreneurship”. The conclusion combines organizational imprinting, authority construction and institutionalization, deepens the research on the IS and authority construction of FB, and provides theoretical guidance for the sustainable development of FB. 

With the rapid development of platform economy, how to create sustainable values for platform enterprises has become a new research hotspot. Taking Bilibili as a case, this paper makes an exploratory analysis on the sustainable value creation path of platform enterprises based on the grounded theory. The research finds that the sustainable value creation path of platform enterprises is dynamic, including two stages from value generation to value continuation. In the value generation stage, the business model dominates, and platform enterprises create initial values. In the value continuation stage, led by social responsibilities, platform enterprises create sustainable values. The research conclusion reveals the specific connotation and dimension difference of the original and sustainable values from three dimensions of economic, social and environmental values.

In the context of improving the scientific and technological innovation system and accelerating the implementation of the innovation-driven development strategy, as the core part of the national scientific and technological innovation system, whether universities and enterprises can deeply integrate in the innovation ecosystem is the key to improving the level of scientific and technological achievement transformation and industrialization. This study systematically explores the transformation mode and process mechanism of scientific and technological achievements in four universities through case studies. It is found that the “decentralization and heterogeneity” model for the transformation of scientific and technological achievements in universities has three configurations, that is, scientific boundary, boundary integration and market boundary to cope with the complexity of the institutional logic of the transformation of scientific and technological achievements. The university-enterprise collaborative incubation and the venture capital interconnection constitutes the ecological environment for the transformation of scientific and technological achievements in universities. University-enterprise collaborative incubation directly interacts and collaborates on the same innovation platform. Knowledge innovation in universities extends backward to the incubation stage, while technological innovation in enterprises extends forward to participating in the transformation of scientific and technological achievements. Venture capital interconnection serves as a knowledge intermediary for the transformation of technological achievements, participating in various new forms of technology transformation, including internal, external and joint venture capitals. This article constructs a theoretical model for the transformation of scientific and technological achievements through collaborative incubation of school enterprises, which can contribute to the expansion and deepening of theoretical research on scientific and technological achievement transformation to a certain extent, and provide useful practical inspiration for the transformation of scientific and technological achievements in Chinese universities.

In the era of digital economy, the relentless evolution of new technologies has led to the emergence of new industries, business models, and operational modes, giving rise to digital entrepreneurship ecosystems. Research indicates that a balanced co-opetition mechanism is crucial for the stable operation and ongoing evolution of these ecosystems. However, the formation and evolution of such mechanisms remain unexplored. Consequently, this study conducts an exploratory single-case analysis of Inspur Science and Technology Innovation Center based on the resource orchestration theory. The findings reveal two key points. Firstly, the co-opetition process within digital entrepreneurship ecosystems progresses through emergence, standardization, and renewal stages, and through the digital construction, integration and utilization of resources, facilitating the development of incubatees from resource digital structuring to digital competency, and ultimately, to digital leverage. Secondly, the digital entrepreneurship processes under varying resource orchestration modes enable a transition in competitiveness from dependency to alliance, culminating in symbiotic co-opetition, which leads to cost, scale, and innovation effects. This study elucidates the leapfrogging evolution of digital entrepreneurship within ecosystems, uncovers the dynamic evolution and underlying mechanisms of co-opetition mechanisms, extends the research scope and theoretical implications of resource orchestration theory, and offers theoretical insights and practical guidance for the development of digital entrepreneurship ecosystems. 

The exponential development of the platform economy in the era of digital age has made platform enterprises an important force in improving the efficiency of resource allocation in the whole society and linking up all aspects of the national economic cycle. The emergence of cloud ecology makes the enterprise value network present a more open and dynamic character, and new technologies such as cloud computing and big data become new elements of technological innovation and promote a new model of innovation ecology. In this paper, we chose Alibaba Cloud science and technology platform as the case study object, and adopted the case study method to systematically explore the mode of digital innovation ecosystem driven by science and technology platform in the digital context. The study finds that: (1) science and technology 第1期 魏 巍等:科技平台如何驱动数字创新生态系统运行 87platform assumes the roles of supporter, enabler and connector. Science and technology platforms can provide multi-level basic technical facilities and structures; provide assistance in technology, system, mode and market, and empower enterprises to grow with digitalization; and connect the participating subjects to match supply and demand, so that multiple subjects can collaborate and evolve. (2) through the platform effect, the science and technology platform builds a wide support, radial technology chain system to support the development of each direction; through cloud services, the flow process of innovation factors is connected to improve innovation efficiency; and achieves a win-win situation of the horizontal and vertical cross-value chain mesh co-creativeness with multi-stakeholder. (3) relying on the cloud innovation ecology, the science and technology platform vertically promotes the multi-level innovation of the industrial technology architecture, horizontally connects multiple participants, helps digital transformation, establishes cross-border cooperation by matching supply and demand, and supports the network cycle of horizontal and vertical cross-innovation value. The research conclusions theoretically enrich the application of innovation ecosystem in new scenarios, refine the operating mechanism of science and technology platform using cloud services to drive digital innovation ecosystem, expand the three-dimensional relationship form between platform enterprises and other enterprises, clarify the new mode of science and technology platform to support enterprise development from the bottom, and provide inspiration for the mutual empowering of participants and science and technology platform. 

To construct a digital economy ecosystem represents an active exploration of industrial digital transformation. However, its formation mechanism at the micro level remains unclear. This paper conducts a longitudinal single-case study of Zhili children’s wear industry, employing a qualitative research method based on grounded theory to explore the evolution process and driving factors of the digital economy ecosystem. The findings are as follows: Firstly, the evolution of the digital economy ecosystem can be sequentially divided into four stages, that is, the unit aggregation stage, the interface construction stage, the network development stage, and the digital economy ecosystem stage. The core species, key species, supporting species, parasitic species and symbiotic environment interact with each other, forming a model of the digital economy ecosystem. Secondly, the role of the government shifts from providing environmental support to becoming an element supporting collaborative government-enterprise data sharing. This transformation is a significant driving force behind the dynamic evolution across the four stages.

How to efficiently integrate the resources of both sides of the merger and acquisition (M&A) to promote innovation iteration and achieve technology catch-up still needs in-depth research. This paper adopts the single case study method, takes Weichai Group as the case study object, analyzes the evolution path of Weichai Group’s intellectual capital integration and ambidextrous innovation in the context of M&A and catch-up from the perspective of “both internal and external improvement”, and makes clear the mechanism of the integration of intellectual capital after cross-border M&A on the evolution of ambidextrous innovation. It reveals the internal mechanism of local latecomers to drive the evolution of ambidextrous innovation abilities based on transnational merger and integration to achieve technology catch-up. The research findings are as follows: First, in the M&A and catch-up scenario, the intellectual capital integration of local latecomers needs to be dynamically adjusted with the changes of situational characteristics, challenges, resources and capabilities at different catch-up stages. Second, the ambidextrous innovation in the M&A and catch-up situation of local latecomers presents an evolutionary trend of “exploitative innovation → exploratory innovation → ambidextrous innovation”, accompanied by a dynamic transition from exploitative to exploratory innovation capability. Third, the integration of intellectual capital can bring into play the “affective integration effect” and “ability difference integration effect” to promote exploitative innovation, and the “breakthrough effect of organizational inertia” and “integration effect of innovation elements” to promote exploratory innovation. The “transformation effect of control strategy” and “coordination effect of organizational resources” can be used to promote ambidextrous innovation, so as to drive the evolution of enterprises’ ambidextrous innovation capability, and realize technology catch-up. The conclusion of this study is helpful to uncover the black box of “M&A → catch-up” process and provide clear guidance for latecomers’ M&A and catch-up practice. 

This is the future trend for strengthening the deep integration of enterprise-led industry-university-research (IUR) cooperation. Nonetheless, the principal position of China’s enterprises in the deep integration of IUR cooperation remains to be further consolidated. From the perspective of structural power, this paper focuses on the multiple sources of enterprises’ structural power (hierarchical authority, resource control and network centrality) in the deep integration of IUR cooperation, and delves into their combined effects. Taking listed companies that have received China’s Science and Technology Awards from 2012 to 2020 as samples, this paper traces the evolution of the configuration of triple structural power sources in the deep integration of enterprise-led IUR cooperation, and reveals its strengthening mechanism. The result shows that: Firstly, a single source of structural power cannot directly serve as a necessary condition for strengthening the deep integration of enterprise-led IUR cooperation. Secondly, the dual power sources of ‘hierarchical authority — resource control’, ‘resource control — network centrality’, and ‘hierarchical authority — resource control — network centrality’ can strengthen the deep integration, while the absence of the dual power sources of ‘resource control — network centrality’ or ‘resource control — hierarchical authority’ is not conducive to strengthening the deep integration of enterprise-led IUR cooperation. Thirdly, in the multi-period comparative analysis, ‘resource control’ consistently maintains an important position in the evolution of configuration, and the pivotal role of ‘network centrality’ is gradually being enhanced. The research offers a new perspective for elucidating the strengthening mechanism of the deep integration of enterprise-led IUR cooperation, and simultaneously provides theoretical underpinning for its implementation and practice. 

During more than four decades of China’s reform and opening-up, female entrepreneurs have helped China’s high-quality economy and social development by giving full play to their outstanding entrepreneurship. This paper attempts to explore the connotation and evolution of female entrepreneurship since China’s reform and opening-up based on the grounded theory. It has been summarized that the connotation of female entrepreneurship could be made of autonomy orientation, growth orientation, symbiosis orientation and society orientation. It is also found that female entrepreneurship has interacted with the institution in the changing policy, market and social environment since China’s reform and opening-up. This paper challenges the stereotypes of entrepreneurship as a male-dominated field, and provides a more comprehensive picture of female entrepreneurship.