Research on Enterprise Management Innovation Paths from the Perspective of Strategic Management
DOI:
https://doi.org/10.70088/drn38303Keywords:
strategic management, enterprise management innovation, dynamic capabilities, organisational coordination, performance evaluationAbstract
Enterprise management innovation is not a simple revision of rules, an adjustment of departments, or the introduction of digital tools. Its substantive function is to help a firm reshape resource allocation, organisational coordination, process operation, data governance, and performance evaluation around strategic objectives. Under the combined influence of innovation-driven development and digital transformation, enterprise competition is shifting from partial efficiency competition to a more integrated contest of strategic judgement, organisational resilience, and continuous innovation capability. Drawing on strategic management theory and data from China's enterprise innovation survey, this paper analyses the internal logic, practical dilemmas, and feasible paths of enterprise management innovation. The study argues that management innovation should be embedded in a strategic management loop. Enterprises should define innovation directions through strategic themes, optimise resource allocation through innovation portfolios, improve cross-functional coordination through process redesign, strengthen strategic feedback through data governance, and promote capability accumulation through performance evaluation. Furthermore, the paper highlights the critical role of dynamic capabilities in enabling firms to sense emerging opportunities, seize strategic resources, and reconfigure organisational structures in response to rapidly changing market conditions. By integrating insights from strategic management, organisational behaviour, and innovation studies, this research provides a comprehensive framework that enhances the systematic nature, executability, and long-term value of enterprise management innovation. The findings offer actionable guidance for managers seeking to align innovation initiatives with overarching strategic goals while fostering sustainable competitive advantage in an increasingly complex and uncertain business environment.References
M. E. Porter, “What is strategy,” Harvard Business Review, vol. 74, no. 6, pp. 61–78, Nov. 1996.
Y. Huang, X. H. Ding, R. Liu, Y. He, and S. Wu, “Reviewing the domain of technology and innovation management: A visualizing bibliometric analysis,” SAGE Open, vol. 9, no. 2, p. 2158244019854644, 2019.
D. J. Teece, G. Pisano, and A. Shuen, “Dynamic capabilities and strategic management,” Strategic Management Journal, vol. 18, no. 7, pp. 509–533, 1997.
D. J. Teece, “Business models, business strategy and innovation,” Long Range Planning, vol. 43, no. 2–3, pp. 172–194, 2010.
R. S. Kaplan and D. P. Norton, The Balanced Scorecard: Measures That Drive Performance, vol. 70. Boston, MA, USA: Harvard Business Review, 2005, pp. 71–79.
T. H. Davenport, M. Leibold, and S. C. Voelpel, *Strategic Management in the Innovation Economy: Strategic Approaches and Tools for Dynamic Innovation Capabilities*. Hoboken, NJ, USA: John Wiley & Sons, 2007.
J. Tidd and J. R. Bessant, Strategic Innovation Management. Hoboken, NJ, USA: John Wiley & Sons, 2014.
D. Sen, S. Bingol, and O. Vayvay, “Strategic enterprise management for innovative companies: The last decade of the balanced scorecard,” International Journal of Asian Social Science, vol. 7, no. 1, pp. 97–109, 2017.
V. Lendel and M. Varmus, “Creation and implementation of the innovation strategy in the enterprise,” Economics and Management, vol. 16, no. 1, pp. 819–826, 2011.
R. A. Burgelman, C. M. Christensen, and S. C. Wheelwright, Strategic Management of Technology and Innovation. New York, NY, USA: McGraw-Hill/Irwin, 2008.
F. Kalay and G. Lynn, “The impact of strategic innovation management practices on firm innovation performance,” Research Journal of Business and Management, vol. 2, no. 3, pp. 412–429, 2015.
M. M. Keupp, M. Palmié, and O. Gassmann, “The strategic management of innovation: A systematic review and paths for future research,” International Journal of Management Reviews, vol. 14, no. 4, pp. 367–390, 2012.
E. Alfaro, F. Yu, N. U. Rehman, E. Hysa, and P. K. Kabeya, “Strategic management of innovation,” in The Routledge Companion to Innovation Management, London, UK: Routledge, 2019, pp. 107–168.
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Chunling Lo (Author)

This work is licensed under a Creative Commons Attribution 4.0 International License.









