China Unicom’s mixed ownership reform is a landmark event in the reform of state-owned enterprises, and its experience provides important references for other similar enterprises. This study applies the synergetic phase transition theory to analyze the case of China Unicom’s mixed ownership reform. The results show that: First, the improvement in corporate performance after China Unicom’s reform is not significant, rooted in the fact that the environmental parameters determining the phase transition of the enterprise system have not changed, specifically, the three corporate power entities (shareholders’ assembly, board of directors, and management) have been consistently controlled by state-owned shareholders before and after the reform. Second, state-owned shareholders must cede control of at least one of the above three power entities to private strategic investors during the mixed ownership reform to achieve the expected reform goals. Based on the reform experience of China Unicom and integrating the classified reform approach for state-owned enterprises, as well as the industry characteristics and comparative advantages of private strategic investors, this paper constructs three corporate power allocation models for state-owned enterprise mixed ownership reform: management rights controlled by private shareholders, management and board of directors controlled by private shareholders, and complete privatization. These models aim to provide theoretical references and practical patterns for deepening state-owned enterprise mixed ownership reform.

In the context of the digital economy with increasingly prominent VUCA characteristics, the uncertainty of the market is increasing, and digital resilience is becoming the key for enterprises to cope with changes and achieve growth. Based on the logic of “cognition — action — ability”, the paper uses Yishang Home as a case to analyze the cultivation process of digital resilience of enterprises in dynamic environments. The study finds that: First, managers’ cognition and interpretation of the dynamic environment are the intrinsic driving force and a starting point for enterprises to build digital resilience, which has experienced the continuous iteration of cognitions in digital demand exploration, digital technology-enabling, and digital eco-innovation. Second, the organization adopts the actions of resource patchwork, resource choreography, and resource concertation matching with the management cognition to build the enterprise’s digital capability, and realizes the progression of capacities in digital opportunity perception, grasping and innovation, which are providing a strong support for enterprises to successfully shape digital resilience. Third, resource actions and digital capability construction are the key links and realization paths for enterprises to shape digital resilience, and promote digital resilience to go through the iteration of “activation — formation — enhancement”. The research results provide theoretical support and practical reference for enterprises to build digital resilience and maintain competitive advantages relying on management cognition in dynamic environments.

Organizational resilience is the core ability of social enterprises to maintain survival, achieve development and cope with crises in the context of VUCA (Volatility, Uncertainty, Complexity, Ambiguity). How to enhance the organizational resilience of social enterprises through the collaboration of multiple elements, and the complex influence effects and path mechanisms, have not yet formed a systematic interpretation. The fuzzy set qualitative comparative analysis (fsQCA) is used to test the configuration effect of the seven prerequisites of individual, organizational and environmental dimensions on the organizational resilience of social enterprises. The study finds that: First, the organizational resilience of social enterprises is the synergy and coupling of multiple factors. Second, a single factor is not a necessary condition for building organizational resilience. Third, there are three configurations that produce high organizational resilience and six configurations that produce non-high organizational resilience, which can be summarized into four paths. There is a causal asymmetric relationship between the two types of organizational resilience configuration paths. Fourth, legitimacy, entrepreneurial attention allocation and resource bricolage play an important role in driving the high organizational resilience of social enterprises. In addition, social enterprises lacking a policy support can obtain higher organizational resilience through other conditions. The research results expand the multi-dimensional analysis framework of organizational resilience theory and provide practical guidance for the stable development and continuous value creation of social enterprises.

In the context of profound changes in the global landscape, instability and uncertainty are prominent, and brand breakthroughs under industry trust crises have increasingly become a key issue in urgent need of exploration. Taking the “melamine incident” as the background, based on the brand development history of Feihe Dairy from 2008 to 2025, this study systematically combs through relevant theoretical knowledge of brand management, adopts a longitudinal single-case study method, and analyzes the brand breakthrough paths and their internal mechanisms in the context of industry trust crisis, as well as the logic of brand equity improvement. The study finds that: First, the key links in the brand breakthrough paths in the context of industry trust crisis lie in crisis situation communication, brand trust reconstruction, and brand equity improvement. Among them, brand trust reconstruction can be refined into quality trust construction, value trust reconstruction, and relationship trust enhancement. Second, the underlying logic of brand breakthrough in the context of industry trust crisis is manifested as the brand equity improvement in the three stages of “segmentation — leveraging — strengthening”, and follows the path of “quality barrier perception — brand reputation enhancement — brand loyalty enhancement”. Third, crisis situation communication covers three progressive levels: crisis response, crisis compliance, and crisis adaptation. The research findings can not only fill the research gap regarding brand breakthrough in the context of industry trust crisis and supplement theories such as situational crisis communication and brand trust, but also provide inspiration for brand equity improvement in the context of industry trust crisis.

The customer experience in the context of emerging technologies is complex and dynamic, involving multi-stage interactions among various actors in the service ecosystem. Based on the emergence theory framework, and a longitudinal single-case study of Datang Everbright City, this article systematically and dynamically explores customer experience and its management with the underlying logic of “actor subjects — actor interaction — customer experience — customer experience management.” The research finds that: First, driven sequentially by national policies, industry demands, industrial environment, and digital technology, Datang Everbright City has gone through four development stages — gestation, evolution, growth, and maturity. Actor interactions continue to emerge as the stages progress, demonstrating four layers — temporary, regular, reactive, and reflective, with these four layers further deepening the interactive process. Second, customer experience emerges naturally with the deepening of actor interactions, encompassing four dimensions — hedonic, pragmatic, enabling, and spiritual experiences. Third, customer experience management evolves dynamically with the increasing depth of customer experience needs, manifested as four experience management strategies — independent, sequential, cross-cutting, and network-based. The research results can guide enterprises to formulate targeted customer experience management strategies and provide decision-making references for service industry managers.

In order to cope with the dual pressure of resources and time brought by the VUCA environment, organizations usually use big data analysis and intuitive analysis to make fast and high-quality decisions, but how to coordinate the use of the analyses for organizational decision-making has become an urgent issue in the academic community. Based on the dual processing theory, this paper selects two typical e-commerce companies as case study objects. Research finds that: The dynamic matching of “processing decision” generated by big data analysis and “explorating decision” generated by intuitive analysis affects organizational decision-making. When the matching results of “processing decision” and “explorating decision” support each other, the decision-maker subjectively evaluates the feasibility of the scheme through the “coordination strategy” and carries out replicable behaviors; when the matching results of “processing decision” and “explorating decision” cannot support each other, the decision-maker objectively evaluates the effectiveness of the scheme through the “filling strategy” and carries out exploratory behaviors; when the two contradict each other, the organization chooses to give up the decision. This study explores the dynamic coordination mechanism of big data and intuitive analyses for organizational decision-making, expands the application scenarios and boundaries of the dual processing theory, and has enlightening and guiding significance for decision-makers to make organizational decisions.

Insider trading and market manipulation by institutional investors are persistent criminal behaviors in the Chinese securities market. On the basis of institutional anomie theory and situational action theory, we construct a cross-level analysis framework of institutions, situations and actions to analyze the formation mechanism of these criminal behaviors through multiple case studies. Research finds that: Institutional anomie at the macro-level, encompassing cultural, economic, and political factors, leads to meso-level criminal propensity and setting inducements. Exposure to such situations arouses criminal motivation and influences institutional investors’ perception-choice process at the micro-level. When the benefits outweigh the costs, institutional investors are likely to commit crimes due to low moral constraints and inadequate deterrence, eventually developing a criminal habit. The regulation of institutional investors’ insider trading and market manipulation should focus on correcting institutional anomie in the long term, eliminating the causality of the setting in the medium term, and strengthening deterrence in the short term to prevent the formation of criminal behaviors.

In order to promote China’s modernization development, enterprises are required to incorporate green development into their innovation missions, committing themselves to the research and development of green innovative products and the establishment of a comprehensive green innovation system, in which social enterprises play a pivotal role. However, existing research on breakthrough innovation has primarily focused on heavy industry and technology-driven enterprises, neglecting social enterprises with more pronounced mission-driven characteristics. This paper employs an exploratory case analysis method to investigate the decision-making process through which innovation missions drive social enterprises to achieve green breakthrough innovation. The study finds that: First, the mission-driven green breakthrough innovation in social enterprises is a dynamic process where enterprises act based on different decision-making logics and sequentially achieve modular, sectorial and ecological breakthroughs. Second, as the innovation mission evolves from green energy saving, green cleanliness, to green safety, the effectiveness of enterprise decision-making demonstrates a “top-down” logic from integrating existing resources, improving the innovation system, to activating internal entities, while the causes follow a “bottom-up” logic from highlighting service characteristics, institutionalizing green concepts, to connecting external entities, with the relationship between the two decision-making logics presenting a dynamic evolution of “preparation-embedding-complementing”. Third, as the stages progress, the innovation legitimacy of enterprises shifts from modular breakthroughs to sectoral breakthroughs and then to ecological breakthroughs, integrating into an innovation ecology. This research provides theoretical insights into how social enterprises can achieve green breakthrough innovation.

The rapid development of science and technology and socio-economic issues have given rise to a series of social problems. More and more large companies are carrying out social entrepreneurship, which has become an innovative model for them to fulfill their social responsibilities and solve social problems. However, in a market environment full of uncertainty, the theoretical community has not yet provided in-depth and comprehensive answers to the question of how corporate social entrepreneurship can effectively create dual social and economic values and achieve a sustainable growth, especially how to build and maintain sustained competitive advantages. Taking Haier’s corporate social entrepreneurship in smart elderly care as an example, this study investigates the impact mechanism of technologies for good on the competitive advantage of corporate social entrepreneurship. The research results indicate that: The process of corporate social entrepreneurship is dynamic and complex, requiring phased and focused completion. In the different stages of corporate social entrepreneurship, technologies for good can be divided into three different levels of technological concept goodness, technological synergy goodness, and technological ecology goodness. The technological goodness of enterprises at different levels promotes the evolution of resource allocation, thereby promotes the transformation of the competitive advantage of corporate social entrepreneurship from innovation advantage, social value creation advantage to sustainable development advantage. The research conclusion can enrich and expand the literatures related to the improvement of enterprise technology for good, resource allocation, and corporate social entrepreneurship, providing a guidance and reference for the development of corporate social entrepreneurship.

In response to the problems such as the disconnection between theory and practice, insufficient multi-party collaboration, and information asymmetry between industry and education in the process of logistics management case teaching, this study elaborates on the collaborative innovation theory of the “government, industry, academia, research and application” deeply integrated in the case teaching method, and refines the multi-dimensional interactive teaching method in question. Through four dimensions of case development, teaching interaction, practical verification, and feedback optimization, a comprehensive capacity building system is constructed to cultivate compound talents that not only meet the needs of the times but also adapt to the development trends of the industry. The research shows that: The case teaching model based on the five-dimensional dynamic case library of “government, industry, academia, research and application”, the integrated ecological classroom of “theory-technology-ethics”, the “chain of industry-innovation-education” connected practical platform, and the “demand- supply-feedback” iterative improvement mechanism, can effectively promote the deep integration and innovation of the five dimensions mentioned above, and further enhance the cultivation of students’ core professional abilities and comprehensive qualities in logistics.