组织势视角下企业资源重构如何驱动高端化战略变革——基于飞鹤乳业的纵向单案例研究

Enterprise Resource Reconfiguration Driving High-End Strategic Change from the Perspective of Organizational Momentum:A Longitudinal Single Case Study based on Feihe

在中国企业成长过程中,一部分优秀企业将高端化战略变革作为突破低端锁定的重要实现方式。从现实来看,中国企业高端化战略变革多源于内部资源困境嵌套外部合法性不足的“逆势”情境,其成功的关键在于转“逆势”为“顺势”并塑造所需竞争优势。本文立足组织势与资源重构相互作用的视角,以飞鹤乳业为案例探究这一相互作用如何促进企业实现高端化战略变革的过程,丰富了组织势内涵,构建了组织势与资源重构的相互作用机制,并挖掘其促进企业高端化战略变革实现的过程机理。研究发现,组织势是组织沿内部发展惯性和外部环境惯性的方向持续发展的趋势。企业依据组织势(内部力量和外部环境状态)的演化,可将高端化战略变革过程分为“造势-借势-顺势”三阶段,并因“势”制宜,通过协同混合、内部重构模式,依次构建起“补偿重构”“整合重构”“聚焦重构”的组合型资源重构机制。进一步地,三种组合型资源重构机制通过主动塑造企业内外部组织势,不仅逐步转“逆势”为“顺势”,营造有助于实现高端化战略变革的内外部情境,而且多模式的同时作用满足了变革的多重资源需求,逐渐构建了高端化战略变革所需的竞争优势。

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.