数字技术运用如何影响企业战略动态？

姜绍静¹　刘春林¹　彭纪生²

（1. 南京审计大学商学院； 2. 南京大学商学院）

         

　　内容提要：现有文献认为数字技术有助于推动企业的战略转型和变革，却忽视了企业在运用数字技术的过程中不同阶段的特征。本文基于威胁刚性理论提出，“数字技术驱动战略变革”更可能发生在整个进程的中后期，而在运用数字技术的早期阶段企业反而会减少变革保持稳定。为验证这一构想，本文利用2011—2020年沪深两市A股上市公司的数据，实证分析数字技术对于企业战略动态的影响。研究结果显示，数字技术运用与企业战略保持之间存在倒U型关系，即企业的战略保持程度会随着数字技术的运用先上升后下降；组织惯性越强，数字技术运用与企业战略保持程度之间的倒U型关系曲线越陡峭，即组织惯性会强化数字技术运用对企业战略保持程度的影响。企业需要更加全面地认识和更加理性地应对数字技术可能给自身战略带来的影响。

　　

　　关键词：数字技术；威胁刚性；战略保持；组织惯性；战略决策

　　

　　作者简介：姜绍静，南京审计大学商学院讲师，南京，211815；刘春林，南京大学商学院教授，南京，210093；彭纪生，南京大学商学院教授。

　　基金项目：国家自然科学基金面上项目“产权性质与企业技术创新：基于心理所有权匹配的跨层次研究”（71672083）

　　引用格式：姜绍静,刘春林,彭纪生.数字技术运用如何影响企业战略动态?[J].经济与管理研究,2023,44(12):100-116.DOI:10.13502/j.cnki.issn1000-7636.2023.12.006.

　　

　　

How does Application of Digital Technology Affect Strategic Dynamics of Firms?

JIANG Shaojing¹, LIU Chunlin², PENG Jisheng²

(1. Nanjing Audit University, Nanjing 211815;
2. Nanjing University, Nanjing 210093)

　　

　　Abstract: Most existing literature assumes that digital technology contributes to firms’ strategic transformation and change, but ignores the characteristics of stages in the process of digital technology application. Moreover, it seems to overemphasize the flexible driving effect of digital technology application on organizations, making the other side of digital technology covered up. Based on the threat-rigidity theory, this paper proposes that digital technology-driven strategic change is theoretically more likely to occur in the middle and later stages, while strategic persistence may increase in the early stage.

　　This paper uses the empirical data of A-share listed companies in the Shanghai and Shenzhen stock markets from 2011 to 2020 to explore the influence of digital technology on firms’ strategic persistence from the perspective of the whole process of digital technology application. The results show an inverted U-shaped relationship between the application of digital technology and the degree of firms’ strategic persistence. In the early stage, the application of digital technology will enhance the degree of firms’ strategic persistence. However, in the middle and later stages, strategic change will be promoted, and strategic persistence will be reduced. In addition, this inverted U-shaped relationship will be steeper when firms’ organizational inertia (routine rigidity and resource rigidity) is higher, which shows that organizational inertia will reinforce the positive effect of digital technology on firms’ strategic persistence in the early stage of the application and intensify the negative effect in the middle and late stages. The above conclusions remain robust after a series of tests.

　　This paper improves and supplements the relevant literature on the relationship between digital technology and firms’ strategic decision-making from the perspective of the whole process of digital technology application. By verifying the above inverted U-shaped relationship, it divides the process of digital technology application influencing firms’ strategic transformation into two stages and demonstrates the effects in different stages. The inverted U-shaped test shows the rigidity effect of digital technology application on the organization in the early stage, suggesting that it is necessary to take a more comprehensive view of the impact of digital technology on the organization. In addition, the findings can provide implications for firms’ management practices. Specifically, firms need to comprehensively understand the possible impact of digital technology on their strategies, evaluate their adaptability and tolerance in detail, and make prudent decisions about the application of digital technology.

　　

　　Keywords: digital technology; threat-rigidity; strategic persistence; organizational inertia; strategic decision-making

　　

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