管理评论

管理评论 ›› 2025, Vol. 37 ›› Issue (9): 262-273.

• 案例研究 • 上一篇    

企业数字化动态能力演化机制研究——基于认知与行为共演的视角

尹西明1,2, 武沛琦3, 李纪珍4   

  1. 1. 北京理工大学管理学院, 北京 100081;
    2. 北京理工大学国际组织创新学院, 北京 100081;
    3. 中山大学管理学院, 广州 510275;
    4. 清华大学经济管理学院, 北京 100084
  • 收稿日期:2024-05-23 发布日期:2025-10-13
  • 作者简介:中文作者简介尹西明（通讯作者），北京理工大学管理学院/国际组织创新学院研究员，博士生导师，博士；武沛琦，中山大学管理学院博士研究生；李纪珍，清华大学经济管理学院教授，博士生导师，博士。
  • 基金资助:
    国家自然科学基金面上项目（72474025）；工业和信息化部重大项目（GXZK2025-107）；清华大学中国现代国有企业研究院专项课题（iSOEYB202302）。

Research on the Evolution Mechanism of Enterprise Digital Dynamic Capabilities: Based on the Perspective of Cognitive and Behavioral Coevolution

Yin Ximing1,2, Wu Peiqi3, Li Jizhen4   

  1. 1. School of Management, Beijing Institute of Technology, Beijing 100081;
    2. School of Global Governance, Beijing Institute of Technology, Beijing 100081;
    3. School of Business, Sun Yat-sen University, Guangzhou 510275;
    4. School of Economics and Management, Tsinghua University, Beijing 100084
  • Received:2024-05-23 Published:2025-10-13

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摘要： 企业数字化转型不只是技术转型，如何通过企业各层面认知、决策模式以及内外部运营协作模式的全面升级，培育数字化动态能力，成为突破数字化转型瓶颈的关键。然而，现有研究鲜有从企业数字化转型中各层面认知与行为互动视角，探讨其数字化动态能力的演化过程。本研究以企业“一把手工程”推进个体、组织与组织间层面认知与行为共演，进而推动数字化转型、实现涅槃重生的典型企业华东院为例，深入挖掘认知与行为共演驱动数字化动态能力演化的理论机制。研究发现：个体、组织与组织间层面的数字化转型认知与数字化资源行动螺旋式演进，进而驱动企业数字化动态能力构建、提升与跃迁；企业数字化转型的意义建构过程涉及个体层面意义到组织层面意义，再到组织间层面意义的两轮跨越传递。概言之，本研究提炼了企业数字化转型中通过个体、组织与组织间三个层面数字化转型认知的两轮跨越传递，以及各层面拼凑、编排与协奏内外部数字化资源的行为，进而驱动企业数字化动态能力构建、提升与跃迁的理论机制。拓展了数字化动态能力、意义建构及资源行动研究，也为企业通过培育数字化动态能力，加快数字化、智能化转型，进而推动我国经济高质量发展提供重要实践启示，并对进一步理解作为架构者的行业领军企业牵头构建数字生态、赋能产业数字化的过程机理提供有益参考。

关键词: 数字化转型, 数字化动态能力, 意义建构, 资源行动, 华东院

Abstract: Enterprise digital transformation entails more than technological shift; the comprehensive upgrade of cognition, decision-making, and operational collaboration across levels is crucial for cultivating essential digital dynamic capabilities to overcome transformation bottlenecks. However, existing research rarely explores digital dynamic capability evolution from the perspective of cognition-behavior interaction in transformation. This study employs East China Institute as a case-advancing individual, organizational, and inter-organizational cognition-behavior coevolution via its leadership project-to explore theoretical mechanisms driving digital dynamic capability evolution. Findings reveal that individual, organizational, and inter-organizational digital transformation cognition and digital resource action spiral together, drive enterprise digital dynamic capabilities’ construction, enhancement, and leap. Enterprise digital transformation sensemaking involves two rounds of transferring meaning from individual to organizational to inter-organizational level. Thus, this study distills the three-level dual-transfer cognition coupled with piecing, arranging, and orchestrating digital resources, driving digital dynamic capabilities’ construction, enhancement, and leap. It expands research on digital dynamic capability, sensemaking, and resource action, offering practical insights for enterprises to accelerate digital/intelligent transformation by cultivating these capabilities to promote China’s high-quality economic development. It also provides references for understanding how leading enterprises construct digital ecosystems and empower industrial digitization.

Key words: digital transformation, digital dynamic capability, sensemaking, resource action, East China Institute