By means of multi-case study method and based on six typical sample enterprises, this paper explores entrepreneurial orientation (EO) 's composition and evolution of new ventures with high-performance in internet industry.The findings are as follows.EO of emerging internet start-ups is dynamic, and the combination pattern of three dimensions changes with the enterprise's growth.EO of emerging internet start-ups is growing, and it shows that growth tendency is related to the industrial characteristics such as competitive intensity.EO of emerging internet start-ups is internal related, and the three dimensions are not independent, which responds to the existing EO research in China.Based on the findings, this paper draws up EO evolution models of two breakdown internet industries, which are e-commerce and online game.This paper deeply explores the EO construct, and mixes it with EO-performance theme.This paper uses new insights, samples and method.In the end, the possible limitation was described.

This paper revolves around a central question that how dynamic capabilities affect routine changes in an organization based on a pair-wise case study of Yuecai Restaurant and Shidai Restaurant of Guangzhou Heyuan.From the perspective of value co-creation, we look into the relationship between external market dynamics and dynamic capabilities of the enterprise, and the role played by business decision makers and operators in the course of dynamic capabilities having impacts on organizational routine changes and the value co-creation between customers and the enterprise about how to affect organizational routine changes.On this basis, two propositions are proposed:First, the market dynamics is the antecedent variable of the dynamic capabilities.Second, the dynamic capabilities change the operational routines through the subject.Third, value co-creation exists in the development process of dynamic capabilities.

The existing theories on service-oriented supply chain mainly discuss how to realize the business strategy transition from selling products to selling services.Mostly, the perspective is from enterprise itself, without enough analysis of the role that an enterprise plays in service-oriented supply chain, thus is the lack of in-depth study of the internal and external contradictions and challenges that an enterprise faces.Based on the theory of supply chain service transformation and ecosystem governance, this study models the transformation process of Shu Hai Company, and identifies the elements in the transformation process including service output, partner, and identity recognition.Depending on factor analysis, we also identify the ecosystem changes in the service transformation process of Shu Hai Company.the challenge can be classified into three categories:The contradiction between standardization and diversification, the contradiction between control and autonomy, and the contradiction between collective and individual.Through the analysis of the contradiction and the research of enterprise solutions, we have proposed the management mechanism, which may expand the connotation of supply chain service transformation and provide Chinese enterprises with theoretical and practical enlightenment for achieving service-oriented supply chain transformation.

Based on resource dependence theory, stewardship theory and internationalization theory, we explore the board of directors as a cross-border governance mechanism and the role it plays in the internationalization of an enterprise.We have constructed a theoretical analysis framework about corporate environment-board capital-internationalization to reveal how board capital evolves in the process of transnational operation along with the change of external environment, to meet the needs of the internationalization decision of the enterprise.Based on the framework, this paper attempts to open up the “black box”of the formation and evolution of the board capital of Chinese enterprises in the process of“going out”.We select the model of Lenovo group, one of the successful enterprises with transnational governance in China, as the case.Through analysis about its internationalization process, we have found that, by adjusting human and social capital of the board, Lenovo Group provides the resources to adapt to changes in the external environment and match with Lenovo's specific internationalization strategy.At the same time, the further adjustment of Lenovo internationalization also affects the change of the board capital.This study contributes to: (1) from the dynamic view, investigate the evolution mechanism of the dynamic interaction of corporate environment, the board capital and internationalization;and (2) find the dynamic matching mechanism of the board capital and internationalization of a corporation.The conclusion of this paper can have an important theoretical value for improving and enhancing the effectiveness of corporate governance of Chinese enterprises in the process of transnational management, and can have a guiding significance for the government policy.

This study takes from the perspective of inheritance process and puts forward a flame model of the succession process in family businesses based on the distance of the successor to the core power.The intergenerational inheritance of family business is divided into three stages:Initial contact phase, common management phase and core power transfer phase.Followed by the study of three family firms in Guangdong Province, we analyze and identify the different intergenerational conflicts in the above mentioned stages, namely, the conflicts of the will of inheritance, co-management cognition and the will of delivery power.Finally, according to the different intergenerational conflicts, we put forward the corresponding conflict coping strategies respectively from the perspectives of guidance, control, rational understanding, commitment, flexibility and emotion.This paper would be very helpful to understand and solving the intergenerational conflict in the inheritance of a family business and promoting its smooth succession.

Architectural innovation is a systematic innovation about the product structure and organization structure, which relaunches the connections between modules in a new way, and accordingly improves the performance of the system.Many studies show that architectural innovation also affects corporate performance.But how should a company carry out architectural innovation in different stages of its development?Why does architectural innovation affect enterprise performance?What is the path and mechanism?These questions do not find any clear answers in theory.This article, based on the study of the dynamic perspective of Geely, guided by the timeline, by use of the method of longitudinal case study, discusses the architectural innovation in different stages of enterprise development and the path and mechanism in different ways of architecture innovation to improve the corporate performance.The research finding show that if the dominant design has been formed, in the initial period, on the basis of imitating existing module, architecture innovation can form the dominant design, make parts independently and greatly reduce the cost.At the same time, it can not only improve product performance, but also improve the quality of product quality and increase income.As industrial structure gets mature and the enterprise enters into a stage of rapid growth, organization structure innovation should be applied to strengthen the role of complementary assets, so as to help improve the enterprise manufacturing capacity, the strength of brand and the relationships with customers, thus improve the flexibility of product manufacturing, simplify production process and reduce cost.At last, the architecture innovation path and the theoretical framework of influence on the enterprise performance are developed.

Case study method has an increasingly important role in academia.However, different methods are likely to confuse scholars about how to distinguish and apply these methods.Few previous studies on business research methods and case studies had in-depth discussions on case study methods from the methodological perspective.Combining the emerging and traditional case study methods, this study compares three case study methods (i.e., methods of Yin, Eisenhardt, and Pan) from the methodological perspective.The findings reveal the commonness and differences between the three case study methods.A discussion is given in the final section.This study can provide suggestions for the selection of case study methods and paradigms.