Articles with the same column -- Department of Academic Journals, SUFE

How do Enterprises Embed into the Platform Ecosystem to Promote Digital Transformation?

Qiu Yi, Zhou Yaming, Wang Jiexiang, et al

Traditional enterprises, constrained by their own resources and capabilities, may choose to embed into the ecosystem led by platform enterprises to promote their digital transformation, bu...

First published at: Dec 20, 2024

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doi:10.16538/j.cnki.fem.20230610.101

Foreign Economics & Management, Vol. 46, Issue 12, pp. 20 - 36

STRATEGIC MANAGEMENT | F270

Disclosure or Concealment? The Protective Effect of Knowledge Embeddedness on Enterprises’ Knowledge Disclosure

Su Mengyue, Ma Hao

For the purpose of resisting opponent imitation and organizational learning, enterprises may proactively, voluntarily, and selectively engage in knowledge disclosure, referred to as strate...

First published at: Dec 20, 2024

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doi:10.16538/j.cnki.fem.20230718.101

Foreign Economics & Management, Vol. 46, Issue 12, pp. 3 - 19

STRATEGIC MANAGEMENT | F270

Micro-innovation Strategy of the “Hidden Champion” and Its Formation Mechanism: A Longitudinal Case Study of Soton Co., Ltd.

Ye Wenjie, He Xiaogang

This paper selects Soton Co., Ltd., which is the top brand in the global straw industry and the “hidden champion” among domestic SMEs, as the research object, and conducts a longitudina...

First published at: May 20, 2024

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doi:10.16538/j.cnki.fem.20240104.101

Foreign Economics & Management, Vol. 46, Issue 05, pp. 65 - 85

STRATEGIC MANAGEMENT | F270

Manager Humility, Negative Attainment Discrepancy of Performance, and Strategic Risk-taking

Lei Xinghui, Wu Jiachun, Su Taoyong, et al

Existing studies emphasize the positive role of manager humility in managing organizations, but there remains a lack of clarity of humble managers’ willingness to take risks. By conductin...

First published at: May 20, 2024

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doi:10.16538/j.cnki.fem.20230905.201

Foreign Economics & Management, Vol. 46, Issue 05, pp. 51 - 64

STRATEGIC MANAGEMENT | F270

Digital Maturity Model: A Review and Prospects

Jiang Xin, Zhou Xuan

In the era of Industry 4.0, digital transformation has become a strategic highland for enterprises all over the world. Due to the macrocosm and complexity of digital transformation, the di...

First published at: Jan 20, 2024

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doi:10.16538/j.cnki.fem.20230405.102

Foreign Economics & Management, Vol. 46, Issue 01, pp. 77 - 91

STRATEGIC MANAGEMENT | F270

The Growth of SRDI Enterprises: A Review and Prospects

Zeng Xianju, Zeng Kai, Ren Hui, et al

SRDI enterprises refer to small and medium-sized enterprises with specialized, refined, differentiated, innovative characteristics, focusing on high-quality products or services that can p...

First published at: Jan 20, 2024

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doi:10.16538/j.cnki.fem.20230912.101

Foreign Economics & Management, Vol. 46, Issue 01, pp. 62 - 76

STRATIGIC MANAGEMENT | F270

How to Achieve Strategic Synergy in China’s Large SOE Groups? A Qualitative Comparative Analysis Focusing on Control Efficacy

Sun Chunyan, Wang Fengbin

Promoting synergy is an important function of headquarters in business groups. But there is not clear and consisitent knowledge of the paths to strategic synergy in extant literarure, with...

First published at: Sep 20, 2023

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doi:10.16538/j.cnki.fem.20220809.101

Foreign Economics & Management, Vol. 45, Issue 09, pp. 135 - 152

STRATEGIC MANAGEMENT | F270

Digitalization and Firm Risk Prevention: From the Perspective of Dynamic Capability

Xu Xixiong, Duan Lingling, Lin Cuiliang, et al

Facing an increasingly complex and uncertain external environment, risk control is the key to achieving stable operation and high-quality development for firms. With the advent of the digi...

First published at: Aug 20, 2023

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doi:10.16538/j.cnki.fem.20221026.101

Foreign Economics & Management, Vol. 45, Issue 08, pp. 51 - 67

STRATEGIC MANAGEMENT | F270

Middle Managers in the Strategy Process

Li Weiwen, Gao Yan, Li Xiaotong

Middle managers (MMs) are playing an increasingly important role in the era of volatility, uncertainty, complexity, and ambiguity (VUCA). They are central to effective strategy formulation...

First published at: Dec 20, 2022

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doi:10.16538/j.cnki.fem.20220725.101

Foreign Economics & Management, Vol. 44, Issue 12, pp. 69 - 86

STRATEGIC MANAGEMENT | F270

Do Pilot Smart Cities Promote Corporate Digital Transformation? An Empirical Study Based on a Quasi-natural Experiment

Lai Xiaobing, Yue Shujing

As the digital economy plays an increasingly important role in economic development, the academic interpretation of the “boom” of digital economy development still lags behind ...

First published at: Oct 20, 2022

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doi:10.16538/j.cnki.fem.20220622.401

Foreign Economics & Management, Vol. 44, Issue 10, pp. 117 - 133