Social organizations are both key participants in grassroots social governance and an important force driving the modernization of grassroots governance capabilities and systems. Based on the new endogenous development theory, this study constructs an analytical framework of “contextual pressure — subject structure — action process”, selects typical cases of social organizations participating in grassroots governance within the practice of the “Fengqiao Experience”, and applies the multiple-case comparison method to analyze how external contextual pressure influences the structural of social organizations, thereby shaping their action strategies for participating in grassroots governance. The study finds that under the interaction of two forces — administrative embedding and social connection, three models have evolved for social organizations’ participation in grassroots governance: the “demand-driven” model, the “initiative-led” model, and the “two-way resonance” model. The research enriches the theoretical perspectives on social organizations’ participation in grassroots governance and provides innovative interpretations for the inheritance and development of the “Fengqiao Experience” in the new era.

Achieving multi-stakeholder synergies in urban renewal projects is critical for enhancing urban competitiveness and promoting sustainable economic transformation. Therefore, establishing effective collaboration mechanisms constitutes a research question with significant theoretical and practical implications. Using Shanghai Wisdom Bay Innovation Park as a case study, based on grounded theory, this study reveals that a superior location (Position) serves as the foundation for successful urban renewal, while proactive government (creative) policies (Policy) function as key catalysts. High-quality project outcomes can only be achieved through the effective coupling and mutual reinforcement of three core elements: creative talent (Person), creative ambiance (Place), and creative processes (Process). Moreover, from the perspective of private capital as urban governance actors, the realization of the goal of sustainable multi-stakeholder synergy in urban renewal projects requires the organic integration of market and non-market strategies within the 6P theory framework. The research findings can provide important regular insights for the development of cultural and creative parks in China’s urban renewal and reconstruction processes.

Employee health is the foundation of organizational health, and employee health management has therefore become one of the basic management functions of organizations. However, current enterprises have a consensus gap on two key issues: first, there is no unified understanding of the extent to which the boundaries of employee health management should be expanded; second, there are widespread doubts about the actual effectiveness of investments in health management. Based on a case study of Chambroad Group, this research explores the content of employee health management and its influence mechanism. The research findings are as follows: First, the evolution of employee health management from a basic function to a higher-level form can be divided into three core levels, namely physical and mental health management, informative and behavioral health guidance, and ethical health guidelines. Second, the practice of employee health management can significantly enhance corporate healthy human capital, and the core component dimensions of this human capital are consistent with the aforementioned three levels of physical and mental health, informative and behavioral health, and ethical health. Third, employee participation motivation in employee health management has three levels, which are controlled motivation, moderately autonomous motivation, and autonomous motivation in sequence. The release of employee health management effectiveness depends on the matching degree between employee participation motivation and management needs; moreover, the higher the management level, the more it requires employees to participate with stronger autonomy. The research results provide a theoretical basis and practical guidance for more enterprises to improve the level of employee health management.

There is relatively little research on value co-creation that focuses on the dynamic process of digital transformation and lacks an analysis of its inherent role. Based on the corporate practices of Feihe and Xiaomi, this study analyzes the value co-creation path of enterprises in the process of digital transformation. The study finds that: First, based on the dual dimensions of digital maturity and transformation scope, enterprise digital transformation presents four development stages, namely “digital infrastructure construction—digital full-factor connec- tion—digital unit-level development—digital enabling growth”, and the value network correspondingly shows an evolutionary process of “linear closed type—unidirectional dual collaborative closed type—non-linear dual collaborative open type—non-linear multi-actor collaborative open type”. Second, digital technology is the core driving force of the evolution of value networks. Participating subjects collaboratively advance value co-creation through diverse means, and their achievements are precipitated as key production factors for subsequent stages, forming a positive cycle effect and constituting the intrinsic foundation for the evolution of value co-creation paths. Third, enterprise digital transformation not only reconstructs the network structure but also gives birth to a dynamically complex ecosystem. Transforming enterprises drive value co-creation through the dual logic of asymmetric and symmetric reciprocal symbiosis. This logical difference stems from the different roles of traditional value chain constraints and digital network effects, which profoundly reveals the underlying reasons for the differences in co-creation potential among different enterprises in digital transformation.

How enterprises respond to the dual-oriented networking behaviors of goals and means in the process of organizational networking is an urgent issue that needs attention. Based on a dynamic evolution perspective, this study adopts the critical incident path analysis method, selects relevant events in the networking process of Ito-Yokado, and conducts research. The results show that in the process of enterprise networking, the evolution of networking behaviors follows a clear path: in the initial stage, means-oriented behaviors facilitate goal-oriented behaviors; in the middle stage, it turns to goal-oriented behaviors supporting and consolidating means-oriented behaviors; and finally develops into hybrid goal-means oriented behaviors. During the evolution of networking behaviors, three strategic decision-making logic patterns have emerged: causal logic predominance and effectuation logic participation, separation and simultaneous application of effectuation and causal logics, and the synergy of effectuation logic and causal logic. The research results not only enrich the theory of organizational networking behavior from the perspective of strategic decision-making logic, but also expand the research on the relationship patterns between causal logic and effect logic in combination with different contexts, thus providing insights for enterprises to manage dynamic networks in the VUCA environment.

In the face of increasingly competitive markets and continuously changing external environment, how enterprises adapted to the environment and achieve continuous growth is a core topic in the field of organizational change. Overcoming organizational inertia is a key link in organizational change research. However, existing literature lacks research on the process mechanism of overcoming organizational inertia. Based on the resource orchestration theory and using a multi-case study method, this paper attempts to explore the process mechanism of overcoming organizational inertia and open the “black box” of the process. The research findings are as follows: (1) the internal mechanism of the process of overcoming organizational inertia is “organizational perception → resource orchestration → overcoming organizational inertia → formation of dynamic competitive capabilities”. (2) the core process of overcoming organizational inertia is based on three stages. And as the organization develops, organizational inertia is continuously overcome, and the form of organizational inertia evolves. (3) from the perspective of resource orchestration, there is a mutual transformation relationship between overcoming organizational inertia and the formation of dynamic competitive capabilities.

In the era of digital economy, with the challenges of accelerated technology iteration and upgraded consumer demand, heritage brands are generally facing the problems of single products and aging brands, which are difficult to adapt to the increasingly fierce market competition under the new situation. How to build new competitive advantages through innovation and entrepreneurship to promote brand revitalization of traditional enterprises has become an important issue worthy of attention in strategic management research. This paper adopts a longitudinal single-case study method and selects Yunnan Baiyao Group, a Chinese heritage brand, as the research object, revealing its process mechanism in brand revitalization through contextual innovation and company-related entrepreneurship. The study finds that: First, the strategic planning at different stages drives the brand revitalization; second, the contextual innovation at different stages drives the heritage business to carry out different forms of company-related entrepreneurship; third, in the era of the digital economy, these enterprises realize brand revitalization through the process of “contextual innovation → corporate-related entrepreneurship → brand revitalization”, so as to enhance the competitive advantages of the time-honored brand. This paper expands the evolution path and process mechanism of brand revitalization of heritage businesses from the perspective of demand side, combined with the theory of innovation-driven entrepreneurship, can provide experience for these businesses to solve the transformation and upgrading problems and realize sustainable development.

With the rapid development of new media, tourism live streaming has become a significant means of promoting tourism consumption and marketing. Existing research primarily focuses on the impact of live streaming on tourists’ consumption intentions, purchasing behaviors, and live streaming experiences, lacking an in-depth examination of the value co-creation process between streamers and tourists and its underlying mechanisms. This study collected tourism live streaming clips through screen recording and employed a case study method to exploratively propose a model of value co-creation between streamers and tourists in scenario-based travel live streaming. The findings show that: (1) the logical chain of value co-creation between streamers and tourists is co-creation subjects→driving factors→behavioral process→co-creation outcomes. (2) pulling factors from streamers and pushing factors from tourists are the two primary drivers of value co-creation. Pulling factors include the attractiveness of the content, information, destination, and image, while pushing factors encompass the drive of demand, knowledge, emotion, and information. (3) the interactive behaviors between streamers and tourists constitute the core of value co-creation. Streamers facilitate scenario presentation through heuristic information processing, whereas tourists generate scenario empathy via systematic information processing. (4) the co-creation outcomes consist of multiple interactive co-created values, including knowledge, experience, interaction, economic development, scenic, and social influence. The transformation from multiple value co-creation outcomes to scenario value co-creation is achieved through three modes of value aggregation→value multiplier→value emergence. The conclusions of this study enrich the value co-creation theory, providing a theoretical support for the practical development of tourism live streaming.

Enterprise technological innovation often triggers fluctuations in cost stickiness, while　technological transformations of the digital era are reshaping enterprise cost management models. However, there is a lack of in-depth research on how digital transformations impact cost stickiness. Based on a case study, this paper analyzes the causes and manifestation dimensions of cost stickiness in the context of technological innovation and further explores the mechanisms through which digital transformation alleviates cost stickiness. The findings are as follows: First, during technological innovation, enterprises are prone to issues such as human resource redundancy, resource allocation rigidity, and low operational efficiency, which give rise to cost stickiness. This is manifested through a triangular dependency framework consisting of “human resource stability stickiness, quality cost input stickiness, operational risk management stickiness”. Second, digital transformation mitigates cost stickiness by leveraging synergistic effects, allocation effects, and operational effects, which could be summarized as three key mechanisms of “human-machine intelligent collaboration, flexible resource allocation, intelligent business operations”. Third, this study constructs a theoretical model for the digital resolution mechanism of cost stickiness, revealing the causes, manifestation dimensions, and mitigation mechanisms of cost stickiness from the perspective of technological and organizational transformation. It provides a theoretical support and practical insights for enterprise cost management reform in the era of the digital economy.

With its characteristics of low cost and high efficiency, equity pledging has gained wide recognition in capital markets and has become an important financing method for controlling shareholders of listed companies. However, this practice may also pose a risk of control transfer to the listed company. To effectively mitigate such risks, controlling shareholders often employ diverse means to carry out market value management activities. Based on theories of principal-agent, control, and signals, this paper constructs an analytical framework of “equity pledging motivation — market value management methods — market value management performance”. Using CEE Technology as a case study, it examines the market value management activities, such as equity incentives, share repurchases, and asset restructuring, implemented by the controlling shareholders of listed companies after equity pledging, and systematically analyzes the short- and long-term effects of these activities. Finally, the paper puts forward corresponding policy recommendations and research implications.