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| The Influence Mechanism of the Cognition of Senior Managers from SRDI SMEs on Its Jingyi Entrepreneurial Capability |
| Chen Yan,Gao Cheng,Du Huilin |
| (Business School, Shandong University of Technology, Zibo 255049, China) |
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Abstract In order to break through the core technology bottlenecks in key fields, China is committed to cultivating more specialized, refined, differential and innovative (SRDI) SMEs. As an advantage of these enterprises, Jingyi entrepreneurial capability refers to the ability to focus on niche markets and enhance technical capabilities while consistently implementing the strategy of excellence throughout the entire product life cycle. It is regarded as the key to meeting challenges and making breakthroughs in core technology fields. For the SRDI SMEs, the formation of Jingyi entrepreneurial capability depends on the influence of their senior managers' cognition. However, the current research of academic circles based on high-level theory has rarely studied the SRDI SMEs and Jingyi entrepreneurial capability. On the one hand, the lack of a scale to measure Jingyi entrepreneurial capability makes it immeasurable; on the other hand, there is a lack of empirical research on the impact of the cognition of senior managers from the SRDI SMEs on Jingyi entrepreneurial capability. Therefore, in order to make up for the above -mentioned research defects, this study employs the high-order theory to construct and analyze the influence model of the cognition of senior managers from the SRDI SMEs on the Jingyi entrepreneurial capability, examines the mediating roles of resource orchestration and the adjustment of learning orientation.#br#On the basis of the survey data from 385 questionnaires, the gradual regression method is adopted to carry out empirical research. It is found that, firstly, the arrangement scripts, willingness scripts and ability scripts of the senior managers from the SRDI SMEs had a significant positive effect on Jingyi entrepreneurial capability. Secondly, resource orchestration plays a mediating role between the cognition of senior managers and Jingyi entrepreneurial capability. Thirdly, the learning orientation of senior managers moderates the relationship between the SRDI SMEs senior managers′ cognition and resource orchestration.#br#This study has defined Jingyi entrepreneurial capability and developed a scale for Jingyi entrepreneurial capability, providing effective measurement tools for future empirical research based on Jingyi entrepreneurial capability. The conclusions of this study present some management revelations. (1) The SRDI SMEs should give full play to the cognitive advantages of senior managers in different dimensions to achieve corporate growth. Meanwhile, in order to prevent fixed thinking, senior managers should establish awareness of comprehensive learning, increase the enthusiasm for learning, improve their knowledge base, keep improving their ability and accumulation of experience in work, and make full use of various opportunities inside and outside of the organization to improve the effectiveness of their cognition. （2）The SRDI SMEs should pay attention to improve Jingyi entrepreneurial capability by focusing on the main business to keep innovation, improve products and services, and improve professional and technical capabilities; while the construction of customer service system is equally important, and it is critical to actively explore the derivative needs of market segments, distinguish enterprises from competitors with highly responsive personalized products and services, and improve the ability of market segmentation; They should also improve the business operation efficiency through lean operation, emphasize the optimization and combined use of various elements, and apply systematic thinking to improve the system operation ability. (3) Enterprises should attach enough attention to the role of resource orchestration in the development of enterprises. First of all, they should actively adopt accumulated and external purchases to obtain resources and timely abandon resources without value for enterprises to build a more reasonable resource portfolio method. Second, it is essential to introduce new ideas and new thinking for enterprises, creatively integrate resources, use as much as possible common resources to create unique competitive advantages for enterprises, and keep rich or stable resource integration methods to enhance the original ability of enterprises. Finally, it is vital to ensure the implementation of resource allocation strategies through mobilization, coordination, and deployment methods to create value for enterprises.#br#
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Received: 15 April 2023
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