摘 要
随着全球化进程加快和科技迅猛发展，环境动态性日益增强，对企业战略管理提出新挑战。本研究旨在探讨环境动态性如何影响企业战略管理调整，基于资源基础观与权变理论，选取2015 - 2020年沪深A股制造业上市公司为样本，运用多元回归分析方法进行实证检验。结果表明，环境动态性显著正向影响企业战略调整频率与幅度，且企业资源异质性在其中发挥调节作用，当企业拥有更多难以模仿的稀缺资源时，这种影响更为强烈。此外，环境动态性促使企业更加重视外部信息获取与内部资源整合能力提升，以提高战略灵活性。本研究创新地将环境动态性量化为企业外部环境多个维度的变化率，并引入资源异质性作为调节变量，丰富了战略管理理论，为企业应对复杂多变的经营环境提供了理论依据与实践指导。
关键词：环境动态性 企业战略调整 资源异质性
Abstract
As globalization accelerates and technological advancements proceed rapidly, environmental dynamism has intensified, posing new challenges to corporate strategic management. This study investigates how environmental dynamism influences adjustments in corporate strategic management. Based on the resource-based view and contingency theory, this research selects manufacturing firms listed on the Shanghai and Shenzhen A-share markets from 2015 to 2020 as samples and employs multiple regression analysis for empirical testing. The results indicate that environmental dynamism significantly and positively affects both the frequency and magnitude of corporate strategic adjustments, with firm resource heterogeneity playing a moderating role. Specifically, when firms possess more rare and inimitable resources, this impact is more pronounced. Furthermore, environmental dynamism compels firms to place greater emphasis on external information acquisition and internal resource integration capabilities to enhance strategic flexibility. Innovatively, this study quantifies environmental dynamism as the rate of change across multiple dimensions of the firm’s external environment and introduces resource heterogeneity as a moderating variable, thereby enriching strategic management theory and providing theoretical foundations and practical guidance for firms navigating complex and volatile operating environments.
Keywords: Environmental Dynamism Firm Strategic Adjustment Resource Heterogeneity
目 录
一、引言 1
二、环境动态性的特征分析 1
（一）动态环境的不确定性影响 1
（二）技术变革对企业战略的冲击 2
（三）市场需求变化的战略响应 2
三、企业战略调整机制 3
（一）战略灵活性构建 3
（二）资源配置优化路径 4
（三）组织架构适应性调整 5
四、战略调整的实施策略 5
（一）创新驱动下的战略转型 5
（二）风险管理与应对措施 6
（三）合作伙伴关系的战略价值 6
五、结论 7
致 谢 9
随着全球化进程加快和科技迅猛发展，环境动态性日益增强，对企业战略管理提出新挑战。本研究旨在探讨环境动态性如何影响企业战略管理调整，基于资源基础观与权变理论，选取2015 - 2020年沪深A股制造业上市公司为样本，运用多元回归分析方法进行实证检验。结果表明，环境动态性显著正向影响企业战略调整频率与幅度，且企业资源异质性在其中发挥调节作用，当企业拥有更多难以模仿的稀缺资源时，这种影响更为强烈。此外，环境动态性促使企业更加重视外部信息获取与内部资源整合能力提升，以提高战略灵活性。本研究创新地将环境动态性量化为企业外部环境多个维度的变化率，并引入资源异质性作为调节变量，丰富了战略管理理论，为企业应对复杂多变的经营环境提供了理论依据与实践指导。
关键词：环境动态性 企业战略调整 资源异质性
Abstract
As globalization accelerates and technological advancements proceed rapidly, environmental dynamism has intensified, posing new challenges to corporate strategic management. This study investigates how environmental dynamism influences adjustments in corporate strategic management. Based on the resource-based view and contingency theory, this research selects manufacturing firms listed on the Shanghai and Shenzhen A-share markets from 2015 to 2020 as samples and employs multiple regression analysis for empirical testing. The results indicate that environmental dynamism significantly and positively affects both the frequency and magnitude of corporate strategic adjustments, with firm resource heterogeneity playing a moderating role. Specifically, when firms possess more rare and inimitable resources, this impact is more pronounced. Furthermore, environmental dynamism compels firms to place greater emphasis on external information acquisition and internal resource integration capabilities to enhance strategic flexibility. Innovatively, this study quantifies environmental dynamism as the rate of change across multiple dimensions of the firm’s external environment and introduces resource heterogeneity as a moderating variable, thereby enriching strategic management theory and providing theoretical foundations and practical guidance for firms navigating complex and volatile operating environments.
Keywords: Environmental Dynamism Firm Strategic Adjustment Resource Heterogeneity
目 录
一、引言 1
二、环境动态性的特征分析 1
（一）动态环境的不确定性影响 1
（二）技术变革对企业战略的冲击 2
（三）市场需求变化的战略响应 2
三、企业战略调整机制 3
（一）战略灵活性构建 3
（二）资源配置优化路径 4
（三）组织架构适应性调整 5
四、战略调整的实施策略 5
（一）创新驱动下的战略转型 5
（二）风险管理与应对措施 6
（三）合作伙伴关系的战略价值 6
五、结论 7
致 谢 9
参考文献 10
