Based on the irreversible trend of red-chip enterprises returning to the A-share market, this paper takes China Mobile, SMIC and Ninebot as case samples to conduct an exploratory study on the paths and potential risks of overseas red-chip enterprises returning to local listing. It is found that the current return of red-chip enterprises mainly includes the traditional path and the innovative path, and their applicability to enterprises differs, as shown by the fact that enterprises meeting the requirements of the pilot scope can choose between the innovative path, while non-scope enterprises can only adopt the traditional path. Meanwhile, the IPO model in the innovative path involves the risk of legal, internal control, termination of listing and control transfer, while the product risk and VIE structure risk of the CDR model also cannot be ignored. In the traditional path, companies need to consider the asset restructuring, benefit distribution and tax risks arising from the dismantling of the red-chip structure. The research conclusion can provide a useful reference for more red-chip enterprises to return to domestic listing in the future and the risks they may encounter in the process.

This article takes Ping An as an example to explore the causes and consequences of targeted poverty alleviation in private listed companies, attempting to reveal whether profit-driven private enterprises can achieve the righteousness and benefit through targeted poverty alleviation. The study finds that: (1) Ping An’s poverty alleviation model covers industrial, medical and educational poverty alleviation. Its participation in poverty alleviation is driven by altruistic factors such as responding to national policies and improving the image of the insurance industry, but more importantly, it is driven by self-interest factors such as obtaining tax dividends, maintaining the relationship with government, improving the ESG system and laying out financial and medical technology strategies. (2) while achieving the altruistic act of poverty alleviation, Ping An has also realized positive self-interest consequences. Firstly, it has accumulated reputation capital, including winning poverty alleviation awards, improving ESG ratings and attracting international capital. Secondly, obtain political resources, increase government subsidies after poverty alleviation, deepen cooperation between government and enterprises, and lowering the level of tax burden. The third is to promote the improvement of industrial layout and enhance the performance of the core platforms for poverty alleviation. This article enriches the research on the causes and consequences of targeted poverty alleviation in private listed companies from the perspectives of self-interest and altruism. This can provide reference for enterprises to organically combine targeted poverty alleviation with corporate strategies and establish a long-term mechanism for targeted poverty alleviation.

The traditional exogenous incentives have failed in the context of the current knowledge-based employees, and the establishment of endogenous incentives is more suitable for the current characteristics of the times. Based on the perspective of structural empowerment, this paper conducts the grounded analysis of the amoeba pattern based on HSTYLE. It is found that: (1)in the introduction of the amoeba pattern, the structural empowerment system is designed based on the five empowerment dimensions of resource, information, support, opportunity and power to promote the transformation of individuals from the role of employees to the role of operators. (2)in the operation of the amoeba, relevant empowerment process modules are established, and the normalization of structural authorization empowerment is realized through the construction of information system and platform solidification. (3)at different stages of amoeba ’s development, enterprises have successively achieved the upgrading of individual empowerment, system empowerment and ecological empowerment, supporting the transformation and upgrading of enterprise’s organizational positioning. The research reveals the key characteristics and the logical framework of the structural empowerment of the amoeba pattern, which has certain reference significance for the incentive transformation of traditional enterprises

Original innovation serves as the motivity for technological advancement and business transformation, and plays a crucial role in driving sustainable development of enterprises. Based on the premise of strategic goal orientation, this study based on two enterprise samples of Huawei and iFlytek, examine their respective approaches to original innovation and uncovers the internal mechanisms that drive innovative practices within these organizations. It is found that enterprise-led original innovation falls within the Pasteur Quadrant innovation behavior, which is mainly divided into strategic long-term goal-oriented innovation and cutting-edge innovation oriented to knowledge application. These two models differ greatly in terms of support methods,behavior orientation, development goals and organizational modes, The original innovation ability of enterprises is essentially reflected as the endogenous evolution of “knowledge focusing ability-knowledge integration ability knowledge re-creation ability”, and continues to advance along the path of “joint intelligence introduction -independent research and development>open cooperation", The findings of this research may provide theoretical support and decision-making guidance for enterprises to pursue original innovation.

As an important financing method in Chinese capital market, equity pledge is increasingly common among listed companies. However, equity pledge also entails multiple potential risks such as stock price volatility and control rights transfer, Based on case study of35.COM, from the perspective of information disclosure as a mean of market value management, this paper explores the risk management strategies and economic consequences following equity pledges by controlling shareholders of listed companies. We find that a high ratio of pledged shares by controlling shareholders would induce motives for maintaining stock prices and value management for self-interest, which might lead to strategic information disclosure practices and even violations of information disclosure regulations. In the short term,the strategic information disclosure of controlling shareholders can achieve the goal of stabilizing or boosting stock prices, However, in the long term, these strategic and non-compliant information disclosures may affect the company's value, cause a decline in the quality of accounting information, and infringe on the interests of small and medium-sized shareholders.Research result is of practical significance for standardizing equity pledging, market value management and information disclosure behaviors in listed companies.

Digital transformation has become an inevitable move for the survival and long-term development of global manufacturing enterprises. Although current studies have pointed out the strategic direction of digital transformation, there is still a lack of holistic research on its dynamic process. Based on the perspective of resource action theories, this paper takes Audi AG as the case study object to describe the evolution trajectory and transformation mechanism of the digital transformation of manufacturing industry. The results indicate that enterprise digital transformation follows the stage evolution logic of “exploration - growth - deepening”, at different stages of enterprise digital transformation, affected by resource scenario constraints and strategic orientation, the enterprise resource action mode shows an evolutionary trend from “resource bricolage” to “resource configuration” and then to “resource orchestration”. The evolution of enterprise resource action makes enterprise business model realize the iteration from “supplier business model” to “digital platform business model” and then to “digital ecosystem business model”. The research conclusion is expected to provide theoretical support and practical guidance for digital transformation of manufacturing enterprises.

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.

Based on the theoretical perspective of synergism, the study takes Hisense Group’s three-stage R&D collaboration evolution as a vertical case to explore the evolution path and driving mechanism of the R&D collaboration in an enterprise group. It is found that the R&D collaboration of the enterprise groups follow the three-stage evolutionary path of “collaborative preliminary — collaborative exploration — collaborative stabilization”, which is a combination of independent innovation and technology accumulation. Driven by the competitive environment and collaborative strategy, it promotes the dynamic integration of resources, information and technology of collaborative entities, and helps enterprise groups to optimize resource allocation and technological innovation, thereby stimulating the group’s deep-seated innovation capability. The conclusion of the study is conducive to promoting China’s enterprise groups to realize the transformation from industry technology breakthroughs to domestic technology leadership and then to international technology leadership.

The metaverse ecosystem empowers the development of strategic emerging and future industries with a new model of high-quality productivity. This research introduces the complex adaptation theory, selects five metaverse related listed companies in China to carry out a logical analysis of value co-prosperity, and compares and analyzes the logical chain of the evolution of enterprise value co-enrichment in different case companies. On the basis of case analyses, this paper systematically summarizes an evolutionary logic of value co-enrichment in the metaverse ecosystem. The research concludes that the metaverse ecosystem experiences a dynamic evolutionary logic of “resource → value capital → value product → value wealth → value co-enrichment”. The research on value co-enrichment can provide a new perspective and practical direction for the future development of metaverse.

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.

This research adopts the perspectives of signaling theory and situational crisis communication theory, analyzes the crisis events of the “expired honey” in Tongrentang and the “cyclamate” in Jiugui Liquor, aiming to shed light on how crisis response strategies vary in effectiveness depending on corporates’ reputation. We find that such crises can diminish corporates’ market value and disrupt their production and operations. A corporate’s generalized favorability enhances the protective effect of its crisis response strategies. However, a high degree of popularity can complicate the crisis response process. In the case of Tongrentang, the corporate responded to its product crises by adopting apology and remediation strategies. This approach was adaptive to the situation, enabled high information transparency in crisis communication, and repaired relationships with stakeholders. By contrast, Jiugui Liquor opted for a denial strategy in response to rumors, this approach lacked transparency and resulted in less effective crisis communication. The conclusions can offer valuable managerial insights for business crisis communication.

Taking the industrial investment event of CR Sanjiu M&A of Aonuo Pharmaceutical as the research sample and using the decentralization theory as the theoretical basis, this paper deeply analyzes the decision-making power decentralized to the invested by the industrial investor in different aspects of marketing, supply chain, and personnel, and discusses the way and path of post-investment integration of industrial investment. Research has found that: Firstly, the ability of the acquired enterprise determines its degree of decentralization in post-investment integration. The stronger the ability of the acquired party in a certain dimension, the higher the degree of decentralization, which helps to leverage the capabilities and advantages of the acquired party and avoid high decision-making costs caused by excessive control. The weaker the ability of the acquired party, the lower the degree of decentralization obtained, which helps to control agency costs caused by inconsistent goals. Secondly, the acquiring party dynamically adjusts the intensity of post-investment integration according to the situation. For the integration dimension with weaker capabilities of the acquired party, the degree of decentralization gradually decreases as the degree of integration goes on. Thirdly, as an informal institutional arrangement, cultural integration has a significant positive effect on stabilizing personnel and teams, and promoting subsequent formal integration. The research findings of this article can fill the research gap in post-investment integration of industrial investment, and can provide reference for investors to integrate better and empower the acquired enterprises from a long-term perspective. 

Under a VUCA environment, cultivating organizational resilience is an important path for enterprises to achieve counter-trend growth. This paper constructs a theoretical framework of “environment-organization-individual” through the perspective of multi-theoretical integration, and adopts the grounded theory method to construct a relationship model of the influencing factors of organizational resilience through qualitative analysis of CNKI and CMCC. The result obtains eight core factors at three levels, namely, individual, organization and environment, including leaders and employees; organizational background, organizational resources, organizational capabilities, and organizational actions; macro environment and micro environment. The interaction mechanism with the result presenting that the leader plays a dominant role. Organizational background and organizational resources, as the basis of material and structure, guarantee the stability of the organization. Organizational ability and action are the favorable conditions for the organization to respond quickly and ensure the flexibility of the organization. The external environment related to stakeholders provides favorable resources for enterprises and transmits market signals to help enterprises grasp the development direction. This study can provide a systematic and holistic perspective for understanding the phenomenon of organizational resilience, and a theoretical support for the research in the field of organizational resilience, and has a practical reference value for enterprises to cultivate organizational resilience. 

In a complex environment, many Chinese enterprises have difficulties in production.but there are some excellent resilient enterprises that can turn crises into opportunities and achieve stable development, Taking three Chinese listed private enterprises that have persevered through challenges and maintained stable operations as examples, following the resilience analysis approach of “external changes promoting internal growth", and combining with resource conservation theories, we propose a research framework of “scenario stimulus (external crisis shock)resource conservation (internal resilience response)- formation of highly resilient organizations (manifestation of resilience characteristics)" to explore the formation path of highly resilient organizations, The research findings are as follows: (l) high resilient organizations, by effectively deploying resources, show timely strong correlation, creativity and buffering resilience characteristics required for crisis response, (2)the formation of highly resilient organization is the result driven step by step by cognitive elements, behavioral elements, and outcome elements in the four stages of risk identification, resource integration.resource accumulation, and resource value realization, (3) there are two types of formation paths for highly resilient organizations: Challenge-oriented and compensation-oriented, The conclusion of this study has certain guiding significance for enterprises to survive and sustainable development in complex environment.

Digital transformation is widely accepted among Chinese family businesses, however, they face a substantial digital divide, with limited research on this topic. From the perspective of dynamic tension between digital strategy and organizational change, this article conducts an exploratory case analysis of New Hope Liuhe, examines the mechanism of “external change tension → internal intergenerational tension → digital strategy implementation” in family businesses’ digital transformation. The study reveals that: (1) external change tension, arising from scarce technical talent, creates significant challenges for digital transformation, exacerbating internal power shift and influencing intergenerational tension; (2) internal intergenerational tension, driven by generational conflicts, exposes the organization to risks of rigidity and loss of control during transformation, thus exerting a counter-effect on external change tension; (3) the interaction of internal and external tensions accelerates generational power shift. Contrary to expectations, while this shift boosts digital transformation by enhancing the organization’s digital readiness and capabilities, the new executives’ limited cross-cycle management experience weakens risk management, potentially hindering transformation. This study unveils the tension mechanism between digital strategy and organizational change in family businesses, provides insights into organizational change and transformation of family businesses in the digital age.

Existing research on the transformation mechanism of Chinese agricultural enterprises’ business model from mechanization to digitalization is relatively lacking. This paper conducts a longitudinal case study on the business model transformation of Nanning Sugar Industry from 2015 to 2020, and finds that: First, farming, harvesting and deep processing constitute two key transformation stages of the business model of Chinese agricultural enterprises from mechanization to digitalization. Second, digitalization-based co-creation and co-operation constitute important mechanisms driving the transformation stages. This paper proposes a theoretical model for agricultural enterprises to realize business model of digital transformation through value co-creation under the situation of mismatch between digital technology and operational capabilities. It can provide practical inspiration for the country to formulate digital and intelligent agricultural policies and enterprises to implement transformation and innovation of digital operation model. 

数字化转型背景下,构建商业模式闭环是商业模式创新路径的关键目标,然而关注 中小制造业企业商业模式闭环构建机理的文献较少。基于动态能力理论,采用纵向单案例 研究方法,试图厘清数字化推动中小制造业企业商业模式闭环的构建机理。研究发现: (1)中小制造业企业构建商业模式闭环会经历“单点撬动—服务延伸—场景生态”阶段。 (2)在不同阶段,数字化动态能力“数字化感知能力—数字化运营能力—数字化生态能力” 与商业模式构成组件“生产环节信息化—数据双向反馈—全触点体验优化”需要协同演进。 (3)商业模式构成组件在不同阶段存在交互平衡,渐进形成商业模式闭环,持续为企业创造 价值。研究结果响应了学界关于进一步探究数字化商业模式创新的期待,并可为中小制造 业企业成功实现商业模式创新提供有效指导。

In order to solve the problem of unclear digital transformation path of manufacturing enterprises and prevent the transformation paradox, this paper analyzes the digital transformation of Great Wall Motor with the method of single case study based on open innovation. Specifically,this work identifies the key components of the digital transformation of manufacturing enterprises, that is,knowledge absorption, knowledge creation, knowledge integration,knowledge spillover, and knowledge interaction, and simultaneously builds a path model for the digital transformation, in this context, we employ the NK simulation model to verify the applicability of the transformation path model to other manufacturing enterprises, thus a clear optimal path for digital transformation is obtained, that is, knowledge absorption - knowledge creation knowledge integration knowledge spillover knowledge interaction. The clarification of the path would help the transformation and upgrading of manufacturing enterprises, and the high-quality development of the economy.

In the context of the digital era, virtual leadership has become the focus of academic attention. Taking Bell.AI and YIDATEC as research objects, this paper uses grounded theory as research methods to conduct an exploratory double-case study on the impact mechanism of virtual leadership on employee role performance, followed by the development of a research model based on role theory. It is found that virtual leadership is divided into virtual presence, remote dynamic control, digital tool application, and virtual interaction capabilities. Virtual leadership can enhance employee role performance from both psychological and technical perspectives, and there is a path way of “virtual leadership — role stress — employee role performance”. Team virtuality can enhance the relief effect of virtual leadership on role stress. The findings may expand related theoretical research achievements while helping enterprises improve management efficiency.

IC industry has become the focus of international competition under the background of digital economy, but the deep development of IC industry is restricted by various risks and threatens the national security, Based on the multi-source data and grounded theory, this paper builds a FEM-S theoretical model, identifies the risks of IC industry, explores the risk influencing factors and mechanism, The research shows that factor resources, environment atmosphere, management capacity and supply chain are the important factors that cause the risk of IC industry; Supply chain plays an intermediary role between factor resources, environment atmosphere, management capacity and IC industry risks; And the interaction between factor resources and environment, The research results are of great practical significance for promoting the industrial chain to “extend, supplement and strengthen the chain”, and improving the competitiveness of national and regional industries.

Science and technology projects are one of the main forms of innovation policy in China. To clarify the mechanism through which government’s science and technology projects affect enterprise innovation is the premise to respond to the controversy of “innovation policy effectiveness”. Based on the perspective of regional innovation system theory, this paper makes a case study on the practice of promoting enterprise innovation through science and technology projects in County J, and refines the innovation system construction mechanism. The grassroots government, guided by the requirement of declaring science and technology projects, mobilizes innovation subjects such as research institutions, financial institutions, intermediaries and the government to provide various innovation resources to enterprises, which actually forms a multi-subject collaborative innovation system with science and technology projects as the carrier to promote enterprise innovation. This mechanism is not the initial goal of policy formulation, but a “non-proactive” policy effect promoted by the grassroots government under the incentive mechanism. The results show that attaching great importance to the key role of grassroots government in the implementation of innovation policy and strengthening the construction of relevant incentive mechanism are the keys to improve the effectiveness of innovation policy.

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. 

In response to the formalization phenomenon in interaction and case teaching in Chinese business classrooms, as well as the practical problems of low enthusiasm for enterprises to participate in business case teaching, this article elaborates on the interactive learning philosophy of the business “living” case teaching method, Based on the nearly 10 years of “living” case teaching practice, a three-dimensional interactive teaching method of business “living” case oriented towards the integration of industry and education is extracted, Case teaching is designed and implemented around the “real” problems of the industry in the era, through the interaction between teaching and learning, complementary learning and action, theoretical guidance and practical evaluation in different directions, as well as the interaction in different directions within the three dimensions, the case teaching method strengthens and enhances students’ thinking training and comprehensive quality, The research shows that the adaptive adjustment to the teaching and case situation is an obvious feature of the three-dimensional interactive teaching method of business “living” case, which is different from the ordinary case teaching method. It makes the symbolic interactions between teacher-student, student-student and industry-teaching in the case teaching have the sense of the times and being present, which is more conducive to improving students’ professional core ability and comprehensive quality.

With the advent of the digital era, an innovation ecosystem based on digital technology has gradually emerged. Based on the theory of resource orchestration, this paper adopts the method of longitudinal case study, analyzes the establishment process of digital innovation ecosystem of Weichai Group in detail, and actively explores the evolution model of digital innovation ecosystem of manufacturing enterprises. The findings are as follows: (1) the digital innovation ecosystem goes through three stages of generation stage, advanced stage and complete stage, and the development program of the system is started through the combination of different endogenous and exogenous causes. (2) the generation of digital innovation ecosystem follows the dynamic evolution characteristics of “growth effect—platform integration effect—digital ecological effect”. (3) in the digital context, manufacturing enterprises realize the application of digital technology and the rapid evolution of digital innovation ecosystem through the resource process of “digital resource structuring → digital resource capability → digital resource utilization”. Based on digital technology, digital innovation ecosystem promotes the continuous expansion and iteration of innovation ecosystem through digital products, gradually expands the system boundary and forms the digital innovation ecosystem. This study expands the theory of digital innovation ecosystem in manufacturing enterprises, bridges the theory of resource orchestration with the theory of digital innovation ecosystem, enriches the theoretical content, and provides certain practical guidance for the construction of digital innovation ecosystem in enterprises.

Through the analysis of the internal legitimacy process of the strategic change of Hongxing International Exhibition Co., Ltd, this paper aims to investigate the evolution of the internal legitimacy of enterprise strategic change from the perspective of middle and senior managers interaction. The findings are as follows: The evolution process of the internal legitimacy of enterprise strategic change can be divided into the clear strategic direction stage,the unified strategy implementation stage,the coordinating required resources and capacity stage,the defining action plan stage. During this period, the legitimacy judgment is constantly strengthened and follows the evolution path of “instrumental legitimacy → instrumental legitimacy + relational legitimacy →instrumental legitimacy + relational legitimacy + ethical legitimacy → instrumental legitimacy + relational legitimacy + ethical legitimacy”. The evolution of middle and senior managers interactive intention follows the trajectory of “static participation → quasi-static participation → quasi-dynamic participation → dynamic participation”. Interactive tools have changed from one-way output of middle and senior managers to two-way interaction of middle and senior managers; Interactive action follows the evolution track of “passive acceptance of the middle level → active integration of the middle into senior level → consensus action of the middle and senior levels → tacit recognition of the middle and senior levels”. This paper reveals the relationship between the interaction of middle and senior managers and the internal legitimacy of enterprise strategic change, and further elaborates the impact of the interaction of middle and senior managers on enterprise strategic change. 

Supply chain finance plays a crucial role in enhancing the resilience of small and medium-sized enterprises (SMEs), and becomes a new driving force for high-quality economic development in China.Managing various continuously conflicting yet interdependent value propositions has become a key issue, This study, based on the framework of "paradox of supply chain financial services paradox management SME resilience building”, employs a longitudinal case study approach to deeply analyze the practices of supply chain finance in MYbank, The findings reveal that: Under different supply chain financial service orientations,financial service providers need to develop effective paradox management capabilities through a mechanism of “micro-level segmentation macro-level integration". This involves transforming paradox coping strategies into sustainable em bedded paradox management capabilities by means of more granular segmentation and higher-level integration, This paper makes theoretical contributions to enriching the research perspective on enterprise resilience, expanding the theoretical perspective of supply chain finance, and revealing the internal mechanisms of paradox management, thereby inspiring relevant stakeholders to make better use of financial instruments to support the resilience building of SMEs.

The SRDI (Specialized, Refined, Distinct, and Innovative) has pointed out the growth direction for SMEs (Small and Medium-sized Enterprises). However, existing literature has yet to thoroughly investigate the process by which digital technology drives the transformation of SMEs into SRDI enterprises in a dynamic context. Integrating paradox and resource orchestration theories. This study takes the growth practice of Tongxin Intelligent Medical, a national-level SRDI “Little Giant” enterprise as the research object. Using an exploratory single-case study approach, this research explores the process mechanism by which digital technology facilitates SMEs’ transition into SRDI enterprises. The findings reveal that (1) SMEs progress through four distinct growth stages to evolve into SRDI enterprises: specialized entry stage, refined rooting stage, distinctive expansion stage, and innovative breakthrough stage. Throughout this process, paradoxical elements continuously transform and iterate through four stages: fundamental paradox, endogenous paradox, exogenous paradox, and core paradox. (2) with the support of digital technology, the “digital connection — digital collaboration — digital drive — digital foresight” guides relevant resource actions, helping SMEs effectively cope with paradoxes and accumulate SRDI capabilities. (3)by identifying paradoxical elements and decoding the core functions of digital technology, enterprises continuously upgrade their resource orchestration strategies. This progression follows a sequence of entrepreneurial resource bricolage, exploitative resource orchestration, exploratory resource orchestration, and integrative resource orchestration. The process model of SMEs to grow into SRDI enterprises enrich the theories related to paradoxes and resource actions in dynamic contexts, and provides managerial implications for SMEs and policy recommendations for government agencies seeking to support SRDI development. 

In order to explore how agricultural enterprises innovate the agricultural supply chain’s financial model and risk control strategy under the background of digital transformation, we have done a field research on New Hope Liuhe, a leading agricultural enterprise, and its subsidiary Puhui Agriculture and Animal Husbandry Financing Guarantee Company. Based on the theory of comprehensive risk management, from the perspective of business and financial risks, we analyze the agricultural supply chain finance model and innovation of digital risk control strategies in the three stages of loan application, use and recovery. The study finds that New Hope Liuhe optimize the function sharing of core enterprises in supply chain finance and innovate digital risk control strategies such as 360-degree risk control management system by means of “online big data + offline visits”, effectively controlling business and financial risks in agricultural supply chain finance. Therefore, it is suggested that agricultural enterprises implementing supply chain finance should innovate the supply chain finance model from the perspective of differentiation of core enterprise functions, and constantly innovate risk control strategies by using digital means and big data in the agricultural operation process.

In-depth exploration of the integrated effects of low-carbon development in industrial parks and their potential for green transformation is of great significance to achieve China’s dual carbon goals. This study takes the Carbon Neutral Smart Industrial Park of Goldwind Science & Technology Co., Ltd., a leading enterprise in the new energy equipment manufacturing industry, as a case and adopts an exploratory case study method combined with institutional theory to systematically analyze the pathways to carbon neutrality and value creation mechanisms in industrial parks. The research finds that, Based on policy regulations, market/social expectations and exploration of commercialization strategies, the industrial parks promote carbon neutrality through three core pathways: Energy structure optimization, energy-saving retrofits, and digital empowerment, and implement the carbon neutrality practice through five key steps: carbon diagnosis, resource integration, technological innovation action, carbon neutrality certification, and value creation. Ultimately, industrial parks achieve the integrated generation of economic and social value through the replication of its commercial model, and form a closed-loop mechanism from action to value. In addition, the that carbon neutrality in industrial parks is the result of a dynamic balance between institutional pressures and business motivation, technological innovation serves as a key link connecting social responsibility and commercial value. The findings enrich the application of environmental corporate social responsibility (ECSR) theory and institutional theory in the context of green transformation and provide a replicable and scalable case for the low-carbon development of industrial parks and policy optimization in China.

The continuous evolution at business model innovation and business ecosystems in the age of digital intelligence is far beyond the scope of existing theoretical studies. While focusing on the impact of business model innovation on business ecosystem attributes, established studies have neglected how the digital business ecosystem as an organizational support affects business model innovation, This study takes advantage of the composite characteristics at Siemens Group as a provider of business model innovation for downstream enterprises in the same industry and a practitioner of its own business model innovation and constructs a theoretical model of the impact of digital business ecosystems on business model innovation through a single case rooted analysis of Siemens Group, The study finds that:(1)enterprises form digital business ecosystems based on digital opportunity identification, digital resource acquisition,digital channel construction, and create value at all levels of digital business ecosystems through the interconnection and interaction of multiple subjects, (2)the mechanism of digital business ecosystem affecting business model innovation is “digital business ecosystem - open learning business model innovation”, In the digital business ecosystem, producers, sellers, other recipients, consumers,etc, use the digital platform to realize communication, cooperation and learning among multiple subjects, and the digital business ecosystem promotes business model innovation through intra-industry learning and inter-industry learning. (3)customers have become participants in the digital business ecosystem, participating in the creation of value through common open learning and communication with the producers of the focal enterprise,and satisfying customer needs more effectively, This finding provides a new analytical framework for analyzing digital business ecosystems and business model innovation.

Previous studies have predominantly focused on the digital transformation of enterprises with the help of large platforms,while insufficient attention has been paid to the collaborative process between cluster SMEs and new platforms, in the context of digital transformation of industrial, cluster SMEs and new platforms are like “fellow sufferers”, facing the resource dilemma together. In light of this, the study through the co-creation case of SMEs in Zhejiang Ningbo mold industry cluster and Bincube (Chuang-Yuan) Mold Industry Internet Platform, and finds that cluster SMEs collaborate with new platforms to carry out digital transformation, which is a resource action evolution driven by a common resource focus. In the resource exploration stage, cluster SMEs can cooperate with the new platform to adopt “heuristic bricolage” behavior to respond to the focus of “resource revitalization”. But it is difficult to solve the problem of insufficient resource pools. In the resource construction stage, cluster SMEs cooperate with the new platform to complement the “imitative configuration” of the interactive response to the “resource matching” focus, resolving the tension of resource acquisition. But how to convert resources into digital transformation capabilities is full of challenges. In the resource capability stage, the collaborative innovation platform of cluster SMEs can introduce “progressive orchestration”on the basis of the interaction of “heuristic bricolage”and “imitation configuration”, and carry out circular iteration, respond to the focus of “resource system” and resolve the tension of resource conversion. Based on the situation of “ relative symmetry ”, the study has enlightening significance for accelerating digital transformation of industry clusters in China.

Social enterprises are important force to solve social problems, promote social development and foster common prosperity. Based on the perspective of institutional theory, this study chooses Canyou Group as the research object to explore the evolution process of the multiple institutional logics of social enterprises. It is found that social enterprises are influenced by factors in the different development stages, forming different multiple institutional logics through differentiated institutional development patterns. The institutional background and individual characteristics make social enterprises in the start-up stage choose institutional assimilation, forming government and charitable logics. The contradiction of symbolic representation and organizational practice makes social enterprises in the growth stage choose institutional refinement, forming charitable and market logics. The institutional transformation and organizational change make social enterprises in the integration stage choose institutional diffusion, forming charitable, market and partnership logics. This study can contribute to the theory and practice of institutional logics of social enterprises in China. 

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. 

Abstract; In EPC (Engineering Procurement Construction) projects, a reasonable relationship between the general contractor and the subcontractor is embedded to help achieve a good inter-organizational resource orchestration and maximize the competitive advantages of the general contracting model, However, the existing research on the impact of relational embeddedness on resource orchestration suffers from the paradox of relational embeddedness and lacks the consideration of the impact of project actors’cognitive initiatives, which makes it difficult to explain the internal logic of inter-organizational resource orchestration in EPO projects, Based on this, from the perspective of institutional logic, this paper adopts the multi-case study method and takes four typical EPC projects as the research object to explore the path of inter-organizational resource orchestration under different relational embeddedness between the general contractor and the subcontractor, It is found that: (1) proiect- and participant-oriented inter-organizational resource orchestration behaviors exist under the initial relational embedding of both strong ties and weak ties, and the design of constraint- and mechanisms can synergise with relationa lembeddedness to incentive-oriented governance influence the nature and effect of inter-organizational resource orchestration, (2) different 

relational embeddedness collaborative project governance mechanisms acts on the inter-organizational resource orchestration of the project through the institutional logic coupling of the general contractor and the subcontractor's. The findings provide a new theoretical explanation for the relational embeddedness paradox, as well as theoretical support and practical reference for the general contractors to adopt appropriate project governance mechanisms to optimize inter-organizational cooperation according to the relational embeddedness situation.

Strategy formation is crucial for enterprises to identify and seize entrepreneurial opportunities. The micro-foundation of strategy formation in in entrepreneurial settings is a hot issue in the research field. By utilizing the theoretical framework of decision weaving, this paper conducts an exploratory single case study on typical startups in hydrogen fuel-cell vehicle industry, reveals the strategic formation process of technology startups, and constructs a cross-level theoretical model of “managerial cognition change — enterprise niche evolution — strategy formation”. The results show that: (1) both the startup and the industry co-evolve, and the managerial cognition of entrepreneurs is proactive, which influences enterprise niches; (2) with the development of the firm, the managerial cognition of entrepreneurs changes, which triggers the implementation of managerial actions to present the enterprise niche and drive strategy formation in startups; (3) managerial cognition change, enterprise niche evolution and strategy formation together present a continuous dynamic logic, and strategy formation is the process of the transformation of entrepreneurs’ managerial cognition to specific managerial actions.

The Harvard case method focuses on the participant-centered, rigorous logic and rich contents. With teachers’ guidance, students are encouraged to link theory with practice, carry out deeper and higher-order thinking, and actively formulate the best available solution. By analyzing the development history and advantages of Harvard case method in seeking new changes over 150 years, this paper explores the process of implementing “Plan-Do-Check-Act”of Harvard case method. This paper deeply analyzes the key teaching characteristics of Harvard case method, such as the equality of free speech, the competition of class discussion, the practicality of teaching process and the practicability of case-based teaching results. Based on the current situation of domestic case teaching, this paper puts forward the key points of Harvard case method for methodology reference, and aims to improve the level of case teaching and quality of teachers and students in China. 

Under the background of the wave of artificial intelligence (AI) sweeping the world, how to unlock the full potential of AI in the innovation process to achieve corporate innovation goals has become a hot issue in both academia and the industry. However, research related to AI in the context of existing innovation is still in the early stages of exploration, with issues such as fragmentation and an unclear knowledge context. These problems seriously affected the knowledge and application of AI in the process of enterprise innovation in the theory and the industry. Through a systematic quantitative literature review, relevant domestic and international literatures from 1997 to 2023 has been summarized, and a theoretical framework of artificial intelligence in the context of innovation has been formulated with the core of “antecedents—application process—supporting factors—outcomes”. Specifically, the specific embodiment of the core functions of artificial intelligence in the various innovation segments is highlighted and clarified. On this basis, the main directions and issues of future research are put forward, aiming at providing support for the development of artificial intelligence industrial digital intellectualization.

How to transform from“all stores precisely the same” (ASPS) to“each store with its own feature” (ESOF), and effectively guarantee the operational efficiency of enterprises while meeting differentiated demands, is a major problem faced by chain supermarket enterprises in the process of transformation and upgrading. A case study of Beijing CSF Market is conducted using the grounded research method, and followed by the development of a theoretical model to realize the ESOF based on modularization. It is found that: (1) modularization is an important way for retail enterprises to realize the ESOF, following the paths of “business circle analysis — target customer group selection and positioning of store characteristics — module construction — module combination — module adjustment — module integration — ESOF”. (2) the modularization process of chain supermarket enterprises usually includes three stages: module construction, module combination, and module adjustment. (3) module integration has the dual functions of standardization and differentiation, which can effectively resolve the contradiction between diversified demand satisfaction and the guarantee of operational efficiency. (4) the differences of modularity between the retail field and the manufacturing field are manifested in aspects such as application scope, operations, approaches, management and regulations, and effectiveness.The research results expand the research perspective of the application of modularization in the retail field, and provide theoretical support and practical reference for the transformation and upgrading of chain supermarket enterprises to the ESOF.

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.