Purpose: In the digital era, the competitiveness of an enterprise is highly dependent on the success of its digital transformation. The effectiveness of such transformation, in turn, relies heavily on the organization's strategic vision and resource fitness. Accordingly, the authors aim to explore the impact of strategic vision on digitalization (SVD) on the digital transformation of small- and medium-sized enterprises (SMEs), drawing on the perspective of resource orchestration theory.Design/methodology/approach: Based on first-hand interview data from 347 Chinese SMEs, the research model was tested empirically by both Structural Equation Modeling and Fuzzy Set Qualitative Comparative Analysis (fsQCA).Findings: The study results supported that the positive effect of SVD on digital transformation, and the mediating effect of resource orchestration (resource structuring, resource bundling and resource leveraging) accounts for the relationship between SVD and digital transformation. Further, the fsQCA showed that neither SVD nor resource orchestration alone constitutes a necessary condition for high digital transformation in SMEs, and that SVD and resource orchestration elements constitute three configuration paths that drive SMEs to achieve high-level digital transformation.Originality/value: To the authors knowledge, this is the first study of its kind to theorize and empirically examine how SVD affects SMEs digital transformation. In addition, the authors have highlighted the importance of resource orchestration in forging a link between SVD and digital transformation. The research contributes to the resource orchestration theory and digitalization literature and provides guidelines on how SMEs can realize digital transformation.

Digital transformation is a critical challenge for commercial banks to achieve sustainable competitive advantages in the digital economy. However, conventional research focuses too much on constructing linear models to explain the non-linear relationships between and among the factors relevant to digital transformation. By adopting the configurational framework, we propose that the interactions between strategy and dynamic capabilities determine the paths of how digital transformation may succeed or fail. The fuzzy-set qualitative comparative analysis (fsQCA) of digital transformation practices by Chinese commercial banks shows that: (1) a single condition of strategic orientation or dynamic capabilities does not constitute the necessary condition for high digital transformation, yet market orientation plays a more general role in generating high digital transformation. (2) There are three configurational paths that can contribute to high digital transformation of commercial banks, such as sensing capability-driven paths dominated by strategic orientation, integrating capability-driven paths dominated by strategic orientation, and the market orientation-driven paths dominated by dynamic capabilities. (3) There are two configurational paths that lead to non-high digital transformation, which verifies the existence of the asymmetrical relationship compared to the configurational paths of high digital transformation; (4) In the pathways dominated by strategic orientation, there is a substitutive relationship between sensing capability and integrating capability. The findings make contributions to the literature on digital transformation and provide implications for the digital transformation of commercial banks.

Innovation ambidexterity has become a crucial strategic action for creating sustainable competitive advantages. This research provides novel insights by establishing a connection between performance gaps and innovation ambidexterity. We employ the organization’s resource acquisition and management perspective to construct and empirically assess a moderated mediation model that sheds light on the underlying process—through the dual-mediating path of network broadening (NB) and network deepening (ND) and the moderating role of resource orchestration capabilities. Using subjective surveys and objective-matched data from 362 Chinese listed firms, we confirm the positive-performance-gap-combined innovation ambidexterity relationship, and we find that NB and ND play a parallel mediating role between performance gap and balanced and combined innovation ambidexterity, with ND playing a stronger mediating role than NB. Furthermore, resource orchestration capabilities play a moderating role between NB and balanced and combined innovation ambidexterity, as well as between ND and balanced and combined innovation ambidexterity. These results contribute to the research on social network and ambidexterity literature and provide guidance on how to overcome firms’ performance dilemmas. However, our study has certain methodological limitations that constrain the implications of our results, offering intriguing opportunities for future research.

This paper innovatively proposes the goal of research on the decision support system of the large-scale industrial agglomeration circle in Foshan. Based on the computer big data combined with the process of urban planning and management in Foshan, this paper proposes the construction content of the current planning decision support system for the new industrial agglomeration circle in Foshan. This paper proposes the relevant models for the analysis and construction of the development and evolution model and the construction of the auxiliary decision-making management system. The method of large-scale industrial agglomeration area in Foshan proposed in this paper provides services for the government to make rational and scientific decision-making. The computer big data industry circle planning model proposed in this paper has certain practical significance.

The negative impact of disruption events (i.e., departure of key personnel, geopolitical conflicts) on normalized economic operations is self-evident. How complex product R&D networks maintain resilience under disruptions is an unavoidable management issue. Existing research has primarily focused on the effects of inter-organizational interactions under disruption events, while paying little attention to the diversity of multi-agent interactions in complex product R&D network and the deeper logic embedded within them. Combining the attention-based view and sequential attention logic, we take the resilience of complex product R&D networks as the dependent variable to study the selection effects of multi-agent interaction modes in complex product R&D networks under disruption events. A hierarchical linear regression was conducted on 427 questionnaire samples from the high-end equipment manufacturing industry. Empirical results show that complex product R&D networks are prone to two multi-agent interaction modes under disruption events: the focal firm-dominated mode and the multi-agent co-creation mode. Compared with the latter, focal firms show a stronger preference for the former mode in disruptions. Both multi-agent interaction modes contribute to enhancing network resilience. Further research shows that under first-order disruption events (i.e., departure of key personnel), both focal firm-dominated mode and the multi-agent co-creation mode serve as effective resilience governance strategies for complex product R&D networks, with the multi-agent co-creation mode being better than the focal firm-dominated mode. Under second-order disruption events (i.e., geopolitical conflicts), only the multi-agent co-creation mode emerges as an important mechanism for resilience governance of complex product R&D networks. The findings provide a theoretical foundation for complex product R&D networks to select the optimal multi-agent interaction mode to enhance resilience and effectively respond to disruption events.