Research On Institutional Environment, Organizational Routines And The Mode Of Enterprise Strategic Change

With the deepening of global economic integration and the rapid development of information technology, the market environment are increasingly complex and volatile. In the face of intensified competition environment, more and more enterprises choose to change their strategies in order to keep adaptability with it. In the meantime, unlike IBM who can make the elephant dance, a lot of outstanding enterprises have their "Big Enterprise" problems. To response to the threat and to deal with the problems, it is indispensable to make a strategic change timely. But in fact, not all enterprises who change their strategies can survive to today, the outstanding enterprises now we can see are lucky dogs. Because of being unable to adapt to the more volatile market environment and the problems of themselves, a lot of enterprises that survived from the old and stable environment did not change their strategies successfully, which led them to fail. Why? Because there were too many obstacles from the internal and external environment, and did not take the right way to eliminate these obstacles. Therefore, how to define the internal and external obstacles and how to choose the right way are very important for enterprises to make their successful strategic change. And making a deep discussion of how to choose a strategic change mode is also very important to the theory research.With consideration of the above questions, this paper attempts to study strategic change mode selection. By examining the four cases: Zhongshan Metal, Dongguan Vanke, Zhongshan Old Vehicle and Zhongshan Chemical Materials, combining with some theories, this paper employs institutional theory to study the internal and external legitimacy of strategic change, and the influence of legitimacy to the enterprise strategic change mode selection, from the perspective of institutional environment and organizational routines. Also this paper construct a theoretical framework and make conclusion. First, institutional environment affects the external legitimacy of strategic change, the degree of match between strategic change and institutional environment has a positive effect on the external legitimacy of strategic change. Second, organizational routines affect the internal legitimacy of strategic change, the degree of match between strategic change and organizational routines has a positive effect on the internal legitimacy of strategic change. Third, different combinations of internal and external legitimacy of strategic change lead to different selections of strategic change mode. At last, this paper summarizes four selections of strategic change mode.