管理评论 ›› 2026, Vol. 38 ›› Issue (4): 261-274.

• 案例研究 • 上一篇    

三元性视角下国有制造企业战略柔性实现机制研究

孙新波1, 刘剑桥1, 张明超2   

  1. 1. 东北大学工商管理学院, 沈阳 110169;
    2. 上海交通大学安泰经济与管理学院, 上海 200030
  • 收稿日期:2024-03-27 发布日期:2026-05-14
  • 作者简介:孙新波,东北大学工商管理学院教授,博士生导师,博士;刘剑桥(通讯作者),东北大学工商管理学院博士研究生;张明超,上海交通大学安泰经济与管理学院博士后,助理研究员,博士。
  • 基金资助:
    国家自然科学基金重点项目(72332001);国家自然科学基金面上项目(72172031);国家资助博士后研究人员计划(GZC20231564);沈阳市社科联2023年度研究基地课题(SYSK2023-JD-10);2025年度上海交通大学文科青年人才培育项目(2025QN031)。

Research on Strategic Flexibility Realization Mechanism of State-owned Manufacturing Enterprises under the Perspective of Trinitarianism

Sun Xinbo1, Liu Jianqiao1, Zhang Mingchao2   

  1. 1. School of Business Administration, Northeastern University, Shenyang 110169;
    2. Antai College of Economics & Management, Shanghai Jiao Tong University, Shanghai 200030
  • Received:2024-03-27 Published:2026-05-14

摘要: 传统国有制造企业如何在数智化转型浪潮中形成组织战略柔性成为产学两界共同关注的难题。本文以潍柴动力为研究对象开展纵向探索性单案例分析,遵照“困境识别—变革进程—柔性结果”研究逻辑,从“利用-探索-预见”三元性视角出发,探讨如何通过资源行动与数智赋能实现国有制造企业战略柔性。研究发现:第一,国有制造企业战略柔性实现过程形成“衰退—初创—成长—成熟”的企业生命周期形式,突出其向死而生的自我革命特点;第二,三元能力与资源剥离、拼凑、编排和协奏内嵌各发展阶段,形成三元性资源行动以实现国有制造企业战略柔性;第三,数智赋能分别从市场、组织、创新和数据四方面赋能企业价值创造,克服资源刚性,完成四次转型跨阶段间的跃迁。本文构建了国有制造企业战略柔性实现的机制模型,回答国有制造企业如何解决“反应-前瞻”双元战略柔性问题,扩大双元能力理论内涵,响应时代需求,并为国有制造企业形成战略柔性、破解数智化转型难题,以形成新质生产力提供理论启示与实践参考。

关键词: 战略柔性, 三元性, 资源行动, 数智化转型, 国有制造企业

Abstract: How state-owned manufacturing enterprises can achieve strategic flexibility during the digital intelligence transformation wave is a challenge faced by both industry and academia. Drawing upon a longitudinal case study exemplified by Weichai Power, this paper follows a “dilemma-change-outcome” logic to examine how such type of enterprises attain strategic flexibility via resource-focused action and digital empowerment through the triadic perspective (Exploitation-Exploration-Foresight). Key findings are: (1) The process forms a unique “decline-startup-growth-mature” lifecycle, highlighting state-owned enterprises’ self-revolution. (2) The triadic capability compensates for ambidexterity’s predictive limitations, leveraging foresight for long-term competitiveness. It integrates stage-specific resource-focused actions (divesting, bricolage, orchestration, concerto), forming ternary resource-focused actions to realize strategic flexibility. (3) Digital intelligence empowers value creation (market, organization, innovation, data), overcoming resource rigidity. This enables four transformations for inter-stage leaps and resolves “gear-shifting” issues to achieve strategic flexibility. The study constructs a strategic flexibility realization model, answers how these enterprises achieve “reaction-foresight” ambidexterity, expands ambidexterity theory, and provides insights for forming new quality productive forces.

Key words: strategic flexibility, triadic, resource-focused action, digital intelligence transformation, state-owned manufacturing enterprise