CAJ | 학술논문

本文针对转型背景下市场环境的独特性，以社会网络理论和动态能力理论为基础，探讨了企业外部网络范围和网络强度对战略变化速度的影响．以及不同战略导向的企业在利用网络推动战略变化过程中的差异。研究提出了六个理论假设，并采用198个企业的样本数据进行了实证检验。研究发现，网络范围和网络强度对战略变化速度有不同影响，而不同战略导向的企业在利用网络方面也存在显著差异。研究拓展了以往战略变化方面的文献，并为中国转型背景下企业的战略调整活动提供了有针对性的理论指导。
본문침대전형배경하시장배경적독특성，이사회망락이론화동태능력이론위기출，탐토료기업외부망락범위화망락강도대전략변화속도적영향．이급불동전략도향적기업재이용망락추동전략변화과정중적차이。연구제출료륙개이론가설，병채용198개기업적양본수거진행료실증검험。연구발현，망락범위화망락강도대전략변화속도유불동영향，이불동전략도향적기업재이용망락방면야존재현저차이。연구탁전료이왕전략변화방면적문헌，병위중국전형배경하기업적전략조정활동제공료유침대성적이론지도。
Although strategic change has attracted much research attention, two limitations in extant literature constrain our understanding on strategic change in transition economy. First, little literature focuses on the characteristics of strategic change process such as strategic speed, which is crucial for firms in transition economy. Second, extant literature mainly narrowly focuses on the role of internal resource portfolios while neglect the role of external resources which are distributed through external network in transition economy. Furthermore, beyond the well recognized importance of external network, we still know little about the question that how and under what conditions the firms can leverage the external network to speed strategic change. Dressing on the limitations, this research investigates the effects of the firm＇s external network scope and intensity on strategic change speed, and also how firms with different strategic orientations leverage external network to promote strategic change based on social network theory and dynamic capability theory. Six hypotheses are proposed and tested with data from 198 firms in China. The results indicate that network scope and intensity have different effects on strategic change speed and firms with different strategic orientations exploit external network in different ways. Our findings suggest that the external network with high scope and moderate intensity is optimal for speed of strategic change. Furthermore, compared with market-oriented firms, entrepreneurial oriented firms are more excel at leveraging external network to speed strategic change. This research contributes to the literatures on strategic change in three ways. First, this research extends the resource perspective of strategic change by exploring the role of external resources. Second, this research adds to the research on strategic change process by exploring the effects of external network on speed of strategic change. Third, we extend external network research by investigating the moderating effects of MO and EO and also enrich the literature on transition economy. This research also bears important managerial implications for strategic adaptive activities for firms in transition economy.