| In the context of transition economy with Chinese Characteristics, the dissertation restructures the traditional resources theories, and comes up with extended resource-based theory. Resources are categorized into market resources and non-market resources and institutional resources. With the help of the extended resource-based theory, the dissertation brings forward resource affecting factor model of the plan and implementation of non-market resources in the context of transition economy, and digs deep into the matching between heterogeneous enterprises and particular pattern choice of non-market strategy from the resource perspective. Through a survey of303top managers in Chinese enterprises, it is verified that when Chinese enterprises are planning and implementing non-market strategy, its affecting factors mainly derive from market resources and non-market resources owned and control inside enterprises as well as institutional resources that can not be directly controlled by enterprises. The dissertation divides non-market strategy into two strategic approaches-buffering strategy and bridging strategy, and categorizes factors affecting the choice of non-market strategy approach into three types, including18factors. The current literature does not provide classification standards of affecting factors of the plan and implementation of non-market resources based on enterprise resources.The dissertation analyzes the types of resources that are owned and controlled by enterprises, and classifies enterprise resources into market resources, non-market resources and institutional resources. Market resources include six measurement indicators, with load factors involving entity resources of0.815, enterprise goodwill of0.848, enterprise culture and operational concept of0.786, marketing resources of0.805, financial resources of0.756and technological resources of0.778. Non-market resources include six measurement indicators, with load factors involving resource size of0.696, talent of specialty of0.756, tactic skills of0.744, interpersonal network of top management of0.748, public and social image of0.730and public affair department of0.765. Institutional resources include six measurement indicators, with load factors involving goodwill accumulated by enterprises from their stakeholders of0.752, the degree of cooperation and alliance among competitive enterprises of0.812, the function of industrial association of0.748, enterprise recognition of public, media and government of0.810, change in industrial surveillance of0.768and the enterprise expectation or demand from public, media and government of0.779.Based on the research data of303enterprises and the extended resource-based theory, the dissertation constructs a resource affecting factor model in the context of transition economy and obtains the following basic outcomes:1. Resource affecting factor model "η1=0.678ξ2+0.172ξ2+0.272ξ3+0.024" indicates that market resources, non-market resources and institutional resources have significantly positive relations with buffering strategy (P<0.001). The standardized regression coefficient of market resources is0.678. The standardized regression coefficient of non-market resources is0.172. The standardized regression coefficient of institutional resources is0.272. Those three standardized regression coefficients have all achieved a significant level of0.05, and they are all positive numbers, which means the effects on buffering strategy are all positive. Market resources and non-market resources and institutional resources can jointly explain the98.2%variability of buffering strategy variable. The measurement error of buffering strategy is0.024. This indicates that currently in the circumstance of the Chinese transitional economy, The more advantageous the market resources and non-market resources owned and controlled by enterprises and institutional resources that can not be directly controlled by enterprises are, the more likely that the enterprise tends to choose buffering strategy. The operation of resources at hand may influence their external institutional environments (both formal and informal) and the process of law and policy making. Businesses also realize the resources could guide the stakeholders, such as, the public and news media, and level up enterprise social status through public welfare activities and public events.2. Resource affecting factor model "η2=-0.763ξ1-0.242ξ3+0.079" indicates that Market resources and institutional resources are negatively related with bridging strategy (P<0.001). The standardized regression coefficient of market resources is0.763. The standardized regression coefficient of institutional resources is0.242. Those two standardized regression coefficients have all achieved a significant level of0.05, and they are both negative numbers, which means the effects on buffering strategy are all negative. Market resources and institutional resources can jointly explain the94%variability of bridging strategy variable. The measurement error of bridging strategy is0.079. This indicates that currently in the circumstance of the Chinese transitional economy, if the more disadvantageous the market resources owned and controlled by enterprises and institutional resources that can not be directly controlled by enterprises are, the more likely that the enterprise tends to choose bridging strategy. Though businesses do not own the resource advantages (market resources and institutional resources), they are not passive to adapt themselves to the external institutional environments, but adopt more active non-market strategy and behaviors to catering to the changes of governmental policies and regulations as well as social expectation, so as to fit for or even surpass the external institutional environments.3. Non-market strategy and bridging strategy are not statistically significant. This indicates that in the current circumstance of the Chinese transitional economy, Enterprises have not applied non-market resources to bridging strategy, non-market resources have not become a strategic resource that keeps business competitive, and the function of non-market resources remains to be seen in future.4. The research results of this dissertation and the research results of western world share both similarity and difference. The similarity is that the more advantageous the market resources owned and controlled by enterprises are, the more likely that the enterprise tends to choose buffering strategy. The first difference is that when Chinese enterprises do not possess market resources advantages, they tend to choose bridging strategy, while the western enterprises would not adopt bridging strategy. This indicates that in the current circumstance of the Chinese transitional economy, complexity and volatility exist in the external non-market environment of Chinese enterprises. To avoid the negative effect on regular operations, businesses would fully utilize resources at hand and influence the external environment. When businesses possess and control advantageous resources, they would adopt buffering strategy, otherwise the bridging strategy. While western economic system is relatively mature and sound, so the external institutional environment is comparatively stable. Therefore, when businesses possess important resources, buffering strategy are adopted to influence the external institutional environment, and conversely no adoption of non-market strategy. The second difference is that the focus of western research results about the affecting factors of the plan and implementation of non-market strategy is mainly on enterprises’market resources, while this dissertation extends the affecting factors to non-market level, and studies the affecting factors of the plan and implementation of non-market strategy from both market and non-market resources. The third difference is that considering the special context of the Chinese transition economy, the dissertation involves institutional resources that can not be directly controlled by enterprises as another affecting factor of the plan and implementation of non-market strategy, and arrives at the conclusion that institutional resources have significantly positive relations with buffering strategy and institutional resources are negatively related with bridging strategy. |
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