Enterprise Resource Reconfiguration Driving High-End Strategic Change from the Perspective of Organizational Momentum:A Longitudinal Single Case Study based on Feihe
Under the high-quality development strategy,excellent Chinese enterprises try to take the high-end strategic change as an important way to break through the low-end lock-in.However,the high-end change of Chinese enterprises mostly starts from the unfavorable situation of nesting internal resource difficulties and insufficient external legitimacy.The key is to turn disadvantages into advantages and shape the required resource advantages.In this regard,this study integrates the theory of organizational momentum and resource reconfiguring and conducts exploratory research on the process of resource reconfiguring and organizational momentum shaping in Feihe's high-end strategic change.First,the research enriches the connotation of organizational momentum.Second,according to the evolution of organizational momentum,the resource reconfiguring process of enterprise high-end strategic change is divided into three stages.Among them,the resource reconfiguring mechanism is affected by the organizational momentum and presents an evolution from"compensation reconfiguration"to"integration reconfiguration"to"focus reconfiguration".Third,the research breaks through the passive adaptation to the environment emphasized by traditional theories and points out that the reconfiguring of enterprise resources can also change the internal and external resource bases,that is,the constituent elements of organizational momentum,thereby actively shaping the organizational momentum.Fourth,this research finds a new connection between resource reconfiguring mechanisms and organization structure adjustment and reconfiguring cost reduction.Among them,internal models will lead to business unit reconfiguring,and informal strategic alliances,which is a new and flexible hybrid model will provide low-cost reconstruction options for enterprises.Compared with the existing research,this study makes three contributions.Firstly,this study breaks through the introverted perspective that organizational momentum is only related to internal forces,and redefines its connotation from the perspective of internal and external integration.Furthermore,this study uses organizational momentum as the basis for the stage division of high-end strategic change,which enriches the theory of organizational momentum and the research on the process of high-end strategic change.Secondly,this study constructs a causal mechanism between organizational momentum and resource reconfiguring in the high-end strategic change,breaking through the point of view of enterprises passively adapting to the environment emphasized by traditional theories,and innovatively revealing the importance of reconfiguring on organizational momentum,which has enriched the related research on high-end strategic change,organizational momentum,and resource reconfiguring.Thirdly,this study proposes a combined resource reconfiguration mechanism,shifting the focus of resource reconfiguration from the mechanism of a single mode to the synergistic mechanism of two reconfiguration modes,which complements the research on resource reconfiguring and high-end strategic change resource adjustment.This study aims to provide systematic guidance for enterprises to break through unfavorable situations in high-end strategic change from the perspective of resource reconfiguring,and to help managers form a resource adjustment logic for high-end strategic change.
high-end strategic changeresource reconfiguringorganizational momentumsingle case study
万方数据
