Abstract: Corporate strategy is crucial for long-term development, and firms within supply chains must account for a broader range of considerations in strategic planning. This study aims to comprehensively examine the impact of strategic aggressiveness on firm performance in supply chains, employing the strategy tripod framework, which integrates the institution-industry-resource dimensions. An empirical analysis is conducted using data from China's A-share listed companies on the Shanghai and Shenzhen stock exchanges from 2007 to 2019. The findings reveal that: (1) Strategic aggressiveness significantly enhances firm performance. (2) Economic policy uncertainty negatively moderates this relationship, while market competition intensity positively moderates it. (3) Strategic aggressiveness improves firm performance by reducing downstream customer concentration or increasing absorptive capacity, while supplier concentration does not exhibit a mediating effect although it has a significant negative impact on performance. (4) The positive relationship between strategic aggressiveness and firm performance is more pronounced in eastern regions, manufacturing industries, non-state-owned enterprises, and firms with higher internal control quality. This study extends the application of the strategy tripod framework within the supply chain context, revealing the multi-level mechanisms through which institutional, industrial, and resource factors influence the relationship between strategic aggressiveness and firm performance. It provides practical guidance for enterprises to formulate adaptive strategies within complex supply chain environments and for government to optimize the business landscape.

Key words: supply chain, corporate strategic aggressiveness, corporate performance, strategy tripod theory