Assessing the Antecedents and Consequence of Enterprise Transformation: A Quantitative Approach

With the negative impact of COVID-19, the continuous recession of economic globalization, and the increasing market competition, enterprise transformation gradually becomes the theme of enterprise management. Although more and more scholars and companies have paid attention to the importance of enterprise transformation, most of the research on it is still at the qualitative level of theoretical descriptions and lacks a comprehensive consideration and empirical research on its motivation and performance. In view of this, this study analyzes the overall driving effect of technological innovation and the internal and external environment on enterprise transformation from the perspective of its drivers and analyzes in depth its causes and consequences for different industries (construction and real estate industries). The study also analyzes the antecedents and consequences of enterprise transformation and its differences in different industries (construction and real estate). In this study, a sample of middle and senior management of 10 companies with a valid sample of 401 is collected. Structural equation modeling results indicate that competitive advantage, technological innovation, and market pressure significantly affect enterprise transformation, which is an antecedent of corporate performance. Further, the results of the multiple-group analysis also reveal some significant differences between the theoretical models of the construction and real estate communities. Finally, suggestions are made based on the findings.

The Virtual Enterprise: enterprise transformation enabled by strategic digital acceleration

Purpose The Virtual Enterprise model expands potential for extreme digitalization, extended value chains and intelligent workflows, along with new partnership and ecosystem approaches. Design/methodology/approach Analysis of a new survey of more than 7000 C-suite executives conducted by the IBM Institute for Business Value (IBV) provides new and striking insights into what operational, organizational and cultural environments are most conducive to effective and enduring digital transformation. Findings The Virtual Enterprise re-imagines how and where work is done, re-evaluating the necessity for physical assets, infrastructure and talent. Practical/implications The single most important characteristic of the Virtual Enterprise is “openness”, which brings value at three levels: inside the enterprise, with partners outside the enterprise and with the wider ecosystem. Originality/value The research found that the high technology adopters who focus on “openness” and “ecosystems” enjoy a 40 percent revenue growth performance premium over their advanced competitors.

Reforms of the Science and Technology Management System

China’s science and technology system and its developing history were reviewed by this chapter, including science and technology investment, research institutions, research funds, enterprise transformation, scientific research talents, and so on. In recent years, China has stepped up its reform efforts, clarified the positioning of different types of scientific research institutes, established research and development and service networks, opened up the channel for achievement transformation, and supplemented by talent incentive and integration of scientific research bases, so as to effectively solve the problems affecting innovation efficiency. Facing the future, the direction of further reform is to strengthen the construction of legalization and institutionalization.

Research on the Matching of Organizational Change and Enterprise Transformation

Enterprise transformation is an important way for enterprises to gain sustainable competitive advantage. This paper aims to study the relationship between organizational change and enterprise transformation. Based on 303 valid questionnaires, the results show that organizational change has a positive impact on enterprise transformation. Organizational change has a positive effect on management innovation. Management innovation plays an intermediary role between organizational change and enterprise transformation. Employees' attitude toward change plays a regulating role between organizational change and enterprise transformation, while employees' attitude toward change plays a regulating role between organizational change and management innovation. Self-motivation plays a second-order role in the adjustment of employees' attitude towards organizational change and enterprise transformation. Self-motivation plays an insignificant role in adjusting organizational change and management innovation. Organizational motivation plays a second-order role in the adjustment of employees' attitude towards organizational change and enterprise transformation. Organizational motivation plays a second-order role in adjusting organizational change and management innovation.