Purpose

Study on the internal legalization process of strategic change for a large number of ultra-large enterprises in China.

Design/methodology/approach

This paper takes formulation process of Suning Appliance Group’s 10-year strategy (2010–2020) as the research case, designs the research issues, propositions and analysis unit of the case study, and uses the data collection and analysis methods in the grounded theory to realize the theoretical development from data to viewpoint conceptualizing and to proposition categorizing.

Findings

There are four key concepts that affect the judgment of overall strategic legitimacy of super-large enterprises: Emerging-market opportunities and strategic operational positioning, legitimacy perspective mainly manifests as legitimacy judgment of strategic direction within organization. Positioning of core resources (including intangible resources) and their value identification methods or value evaluation criteria, the legitimacy perspective is mainly reflected in the organization's internal legitimacy judgment of functional planning, especially implementation path. The impact factors of the key performance of each SBU are positioned, and the legitimacy perspective is mainly reflected in the organization’s internal judgment on the legitimacy of strategic supporting measures, especially the resources needed for the implementation of the strategy and capacity development. The periodical strategic objectives and performance measurement indicators of each SBU are mainly reflected in the organization’s internal legitimacy judgment on strategic alignment and specific action plans for strategic operational units. The legitimacy of these four key concepts is strongly influenced by the rationality of these strategic concepts, which are closely related to their shaping patterns driven by right-brain and left-brain thinking modes.

Research limitations/implications

This case is a longitudinal study of the strategic decision-making process, not a longitudinal follow-up of the actual implementation of the strategy. In addition, given that the case enterprise was facing the emerging market at that time and focused on pushing firms to seize opportunities, not much research has been done on the impact of external legitimacy on the strategic formulation process, a variable that is increasingly being focused on today.

Practical implications

This model has guidance significance and practical demonstration role for a large number of enterprises that are implementing the “+Internet” strategic change under traditional offline operation.

Social implications

According to the summary of the connection between data and propositions in several rounds, this paper constructs a theoretical model of left and right brain thinking mode driving key concepts to achieve the internal legalization process of strategic changes.

Originality/value

In the analysis process, the legalization theory and the sense-making method are introduced into enterprises’ strategy making process. Based on this analysis framework, this paper analyzes in detail that the top decision-making level and the middle and high executive level form key strategic concepts to promote the internal legalization process of strategic decision-making driven by the right-brain intuitive thinking mode and the left-brain rational thinking mode, which greatly improves the quality of strategy formulation and the operability of strategy implementation.

中文翻译：

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右脑与左脑思维的互动——苏宁电器集团战略变革的内部法制化过程

目的

我国大量特大型企业战略变革内部法制化过程研究

设计/方法论/途径

本文以苏宁电器集团十年战略（2010-2020）的制定过程为研究案例，设计了案例研究的研究问题、命题和分析单元，运用扎根理论中的数据收集和分析方法，实现从数据到观点概念化再到命题分类的理论发展。

发现

影响特大型企业整体战略合法性判断的关键概念有四个：新兴市场机会和战略运营定位，合法性视角主要表现为组织内部战略方向的合法性判断。核心资源（包括无形资源）的定位及其价值识别方法或价值评价标准，合法性视角主要体现在组织内部对职能规划尤其是实施路径的合法性判断。对各SBU关键绩效的影响因素进行定位，合法性视角主要体现在组织内部对战略支撑措施的合法性判断，特别是战略实施所需的资源和能力发展。各SBU的阶段性战略目标和绩效衡量指标主要体现在组织内部对战略对接的合法性判断和战略运营单元的具体行动计划。这四个关键概念的合法性很大程度上受到这些战略概念的合理性的影响，这与右脑和左脑思维模式驱动的塑造模式密切相关。

研究局限性/影响

本案例是对战略决策过程的纵向研究，而不是对战略实际执行情况的纵向跟踪。另外，鉴于案例企业当时面对的是新兴市场，重点是推动企业抓住机遇，外部合法性对战略制定过程的影响研究较少，这一变量越来越受到关注。今天。

实际影响

该模式对于一大批正在传统线下经营下实施“+互联网”战略变革的企业具有指导意义和实际示范作用。

社会影响

根据多轮数据与命题联系的总结，构建左右脑思维模式驱动关键概念的理论模型，实现战略变革的内部合法化过程。

原创性/价值

在分析过程中，将法律化理论和意义建构方法引入到企业战略制定过程中。基于这一分析框架，本文详细分析了高层决策层和中高层执行层在右脑直观思维模式驱动下形成关键战略理念，推动战略决策内部法制化进程，左脑理性思维模式，大大提高了战略制定的质量和战略实施的可操作性。