向前看、向后看:高端化战略变革企业如何通过时序性意义建构实现引领型价值创造  

Looking Forward or Backward:How Do Enterprises Achieve Leading Value Creation through Temporal Sen-semaking in the Process of High-end Strategic Change

作　　者：林海芬 孙宇 Lin Haifen;Sun Yu(School of Economics and Management,Dalian University of Technology)

机构地区：[1]大连理工大学经济管理学院

出　　处：《南开管理评论》2025年第4期27-37,共11页Nankai Business Review

基　　金：国家社会科学基金重点项目(21A Z D119);辽宁省社会科学规划基金项目(L23Z D026);教育部人文社会科学青年基金项目(23YJC630083)资助。

摘　　要：在高质量发展战略的引导下,一批优秀的中国企业试图通过高端化战略变革突破低端锁定。高端化的关键在于将立足低端需求的价值创造转变为引领高端需求的价值创造,并在生产端与市场端形成有竞争力且一致的“高端”解释。为此,本文以波司登2012~2023年的高端化战略变革实践为研究对象,基于时序性意义建构理论,对企业如何实现高端引领型价值创造进行探索性案例研究。研究发现:(1)高端引领型价值创造的内涵体现为企业以塑造高端市场需求为立足点,通过生产端持续创新和增维“高端”解释来创造价值增量,从而在市场端形成高端印象并引领行业发展;(2)伴随着时序性意义建构的变化,高端化变革企业历经立基、破局和守局阶段,实现从被动满足低端市场需求到主动引领高端需求的价值创造跃迁;(3)时序性意义建构策略使“高端”解释经由“高层管理者—生产端—市场端”路径传递,并作用于价值创造中的价值识别、价值生成和价值感知环节;(4)高端化变革期间企业先后采取回顾主导型、前瞻主导型和顾后瞻前型建构策略,实现“被动迎合型价值创造—主动重塑型价值创造—高端引领型价值创造”的动态演化。本研究对高端化战略变革、价值创造、时序性意义建构理论形成补充。Under the strategy of high-quality development,a group of outstanding Chinese enterprises are attempting to break through the low-end locking dilemma through high-end strategic change.Unfortunately,successful cases remain scarce,with most enterprises failing in the wave of high-end strategic change.Two fundamental reasons account for this phenomenon:First,it is difficult to achieve a leap in value creation.Currently,value creation research focuses on how enterprises meet market demands,but the key to high-end strategic change lies in“reinventing”rather than merely“meeting”high-end demands.Enterprises need to make a leap from passively meeting or catering to demands to actively reinventing and leading high-end demands,that is,achieving high-end leading value creation.In this process,value identification and value generation by production actors(including enterprise employees,suppliers,and partners)and the value perception stage by market actors(including consumers,media,and competitors)must be adjusted and reinvented around the“high-end”strategic interpretation.Second,there are differences or even inconsistencies in the understanding of“high-end”between the production actors and the market actors during the value creation process.Information capture serves as the prerequisite for“reinvention”,but for Chinese enterprises that have been locked in the low-end,the difficulty of capturing highend market information cannot be underestimated.Consequently,uncertainties persist regarding whether the production actors can correctly interpret“high-end”,accurately identify the direction of high-end strategic change,and generate value that leads high-end demands.Moreover,given the long-term dominance of international brands in China's high-end market,the market actors maintain relatively vague perceptions of“high-end”and ambiguous recognition of high-end value offered by Chinese brands.Therefore,the crux of high-end strategic change lies in shifting from value creation anchored in low-end demands to

关 键 词：高端化战略变革 高端引领型价值创造 时序性意义建构 意义给赋 案例研究 

分 类 号：F270[经济管理—企业管理]