Establishing a hub-based innovation ecosystem is an effective way for companies to cope with technological transformation and achieve sustainable development. While existing literature has explored how a hub firm develops or manages an innovation ecosystem, little attention has been paid to the strategic challenges in the development and management process. In strategic management, managerial cognitive capability has been proposed as a key factor that influences how firms make strategic changes and adapt to dynamic environments. Hence, from the perspective of managerial cognitive capability, this paper strives to investigate the development of an innovation ecosystem from the perspective of managerial cognitive capability. To do so, we conducted a qualitative case study of Xiaomi’s innovation ecosystem from 2010 to 2019. The research adopts an interpretive approach and finds that (1) the evolution of the innovation ecosystem can be divided into incubation, growth, and regeneration periods, with developing core products, related products, and unrelated products as respective focus; (2) under rapid technological and market changes, it is critical to match the managerial cognitive capability of the hub-firm with its innovation ecosystem; (3) building innovation ecosystems enables the hub-firm to achieve sustainable competitive advantages. The study builds a model for the growth of innovation ecosystems and enriches theoretical research on innovation ecosystems and managerial cognitive capability.

The existing literatures mainly focus on the pricing, strategic significance and sustainable development characteristics of the e-commerce platform, and lack deep research on mechanisms in the process of construction like main structure of recourses and driving force. This paper takes Haier as a Chinese example and explores how manufacturing enterprises create and develop the sustainable e-commerce platform. The research findings show that: (1) An e-commerce platform respectively carries the functions of sales channels, service differences and innovation incubation in different stages of the manufacturing enterprises’ sustainable development; (2) For managing e-commerce platform of manufacturing enterprises’ sustainable development, resource orchestration can effectively realize the integration of value creation and resource; (3) Finally, it further reveals that the driving power which resource orchestration continuously promotes for the sustainable e-commerce platforms to construct is from the co-creation value of manufacturers and users. This paper discusses the structure of e-commerce platforms based on the main characteristics of each resource, and systematically explores the mechanism and evolutionary driving force of resource orchestration to promote the construction of e-commerce platforms for the sustainable development. It complements and enriches the innovation ecosystem and resource orchestration theory, providing significant practical guidance to the sustainable development of manufacturing enterprises.

This paper takes Taoxichuan Cultural and Creative Street as a case study. It explores how enterprises activate the value of “industrial heritage” resources and achieve sustainable development from the perspective of affordance theory. Research findings indicated that: (1) the creation of a culturally recognized context performs a vital role in activating the industrial heritage; (2) the evocation of industrial heritage resources is a dynamic process from the realization of fundamental values to the actualization of high-level values; and (3) the evoked industrial heritage resources can achieve sustainable corporate development. Additionally, the research findings provide reference for enterprises to realize high-level values of industrial heritage resources by creating contexts to transform them into sources of innovation in the post-pandemic era.

This paper aims to take the longitudinal development history of the Lenovo Cross-border complex nested R&D organization as the research object, to explore the development rules of enterprise niche. Strategic positioning is the core issue of enterprise management, and enterprise niche is the core issue of strategic positioning. This study elaborates on the three stages of enterprise R&D organizational ambidexterity promoting enterprise niche evolution, discusses the process model of space development, and reveals the life cycle of enterprise niche. It reveals the deep reason for promoting enterprise niche to develop—the ambidexterity of complex nested organization. The conclusion helps to promote the successful space development of enterprise niches through Cross-border merger and acquisition, and to enhance global sustainable development for the companies from emerging markets such as China.