Organizational Learning And Dynamic Capability Evolution Of Chinese Foreign Trade Enterprise

The global economic and political landscape is undergoing profound changes.On the one hand,as the new crown epidemic continues to spread,economic risks extend to political,social and other fields.Some countries politicize the epidemic,transfer domestic contradictions outward,and local geopolitical risks increase.The game between major powers has intensified,and Sino-US relations are also facing the most serious challenges since the establishment of diplomatic relations.The global political,economic,cultural and other risks are superimposed on a large scale and the volatility,uncertainty,complexity and ambiguity(VUCA)characteristics of the international market operating environment have become increasingly prominent.On the other hand,the dual superposition of "implementing the new development concept" and the "Belt and Road" initiative has created a rare historical opportunity for Chinese companies to fully participate in the international division of labor,accelerate technological catch-up,and achieve rapid development.The signing of the RECP agreement means that the tripartite pattern of global trade has begun,bringing marginal improvement to the long-term momentum of China's economic growth.As the internationalization process of Chinese multinationals gradually transitions from the "going out" and "going in" stages to the "going up" stage,the international market operating environment they face becomes more complicated.In 2020,under the complex domestic and international environment,my country has proposed a dual-cycle strategy,which will form a new development pattern with domestic and international dual-cycles as the main body and mutual promotion of domestic and international dual-cycles.The internal cycle is not the negation of the external cycle.To realize the mutual promotion of domestic and international double cycles,Chinese foreign trade companies should base themselves on the domestic cycle,give play to their comparative advantages,learn knowledge and technology in the international cycle,and use the international and domestic markets.Resources to cultivate and maintain competitiveness in the global market.From organizational learning to the formation of dynamic capabilities,to realize the continuous optimization and adjustment of their core competitiveness in international operations,and to develop and strengthen their own capabilities in the international cycle,it is the realization of Chinese foreign trade enterprises from "following" to "parallel running".The key to leading the change.In the process of transforming from organizational learning to the formation and transformation of dynamic capabilities,what effective means are used by enterprises to continuously raise new problems,and who can really solve them? What is the path for the continuous improvement of dynamic capabilities? In terms of the formation of dynamic capabilities,the existing literature demonstrates the role of organizational learning in the external environment and the evolution of dynamic capabilities,and provides useful theoretical insights for understanding the antecedents of dynamic capabilities of enterprises.Dynamic capabilities come from a systematic learning mechanism.Organizational learning is an effective way to form and improve organizational routines and routine operations.Through the accumulation of daily knowledge and the generation of new knowledge,organizational routines are shaped to promote the formation and promotion of dynamic capabilities.The antecedent of organizational learning as dynamic capabilities has been proven by many scholars,but the path from organizational learning to dynamic capabilities is still unclear.In terms of organizational monitoring,the existing literature recognizes that only by constantly breaking the "rigidity" of capabilities and emphasizing dynamic characteristics can companies adapt to the paradigm changes forced by the environment.But because it is impossible for any single process to "firm" the rules of organizational operation and "break" the rules at the same time,the integration of organizational capabilities and dynamics must include two processes-the ability practice process and the ability dynamic adjustment process.However,there is still a lack of research on the role and path of organizational monitoring in "breaking rigidity";in terms of transformational leadership,the existing literature has conducted extensive research on the relationship between transformational leadership and role results: transformational leadership's effect on task performance,Situational performance,job performance,team performance,and organizational performance have significant positive effects;transformational leadership helps the development of employee creativity and team creativity;transformational leadership is a leadership style that has the greatest effect on organizational innovation.As a special leadership style,transformational leadership has a significant impact on individual,team and organizational results.Some scholars have studied that transformational leaders will overcome short-sightedness in search and decision-making by constantly updating vision schemes and adjusting aspiration levels,improve learning motivation and level,and improve cognition and judgment through continuous learning,and reduce the past Because of the dependence on experience,transformational leadership promotes the improvement of dynamic capabilities.However,there is very little research on the relationship between transformational leadership and organizational learning and dynamic capabilities,and there are few documents that provide useful explanations for the relationship between organizational monitoring and transformational leadership.This paper builds and tests the theoretical framework of "organizational learning-organizational monitoring-transformational leadership-dynamic capabilities" based on the theory of dynamic capabilities.Through empirical research on more than1,200 foreign trade companies,it reveals the dynamic capabilities of Chinese foreign trade companies.The realization mechanism of the formation,the research conclusions drawn in this paper mainly include: First,through empirical testing,this paper finds that in the international operation of Chinese foreign trade companies,the relationship between organizational learning and dynamic capabilities has been verified and supported;second,organizational monitoring The role of dynamic capabilities is supported by verification;third,the role of transformational leadership on dynamic capabilities is supported;fourth,organizational monitoring has a mediating effect on the relationship between organizational learning and dynamic capabilities;fifth,transformational leadership There is a mediating effect on the relationship between organizational learning and dynamic capabilities;sixth,organizational monitoring and transformational leadership have a chain-like mediating effect on the relationship between organizational learning and dynamic capabilities.The theoretical enrich and develop the antecedents of dynamic capabilities,and explore the path to achieve dynamic capabilities from organizational learning.Relying on the theory of the dual process model,we refine organizational monitoring as the main dimension of monitoring the internal and external environment,deeply analyze the relationship and realization mechanism of organizational learning,organizational monitoring,transformational leadership and dynamic capabilities,and deeply explore the international The subjective and objective causes and micro-mechanisms of the formation of dynamic capabilities in business operations prove the path from organizational learning to organizational monitoring to transformational leadership to dynamic capabilities.Second,it has enriched the role of transformational leadership in the research of leadership theory,based on the research on the mediating role of transformational leadership and organizational learning dynamic capabilities,as well as organizational monitoring,transformational leadership on the chain mediation of organizational learning dynamic capabilities,which proves The role of managers in promoting the formation of dynamic capabilities in change broadens the interpretation boundary of transformational leadership.Third,it puts forward organizational monitoring as a new impact indicator of dynamic capabilities.Relying on the dual-process model theory,refine organizational monitoring as the main dimension of monitoring the internal and external environment,and use empirical tests to test the correlation between organizational monitoring and dynamic capability evolution process factors such as organizational learning,transformational leadership and dynamic capabilities,and explore the construction of dynamic capabilities New impact indicators.