彼得·杜拉克曾指出「不懂得管理的創業者不能存活很久；而不懂得如何創業的管理者也不會存活很久」，尤其在當前社會科技、經濟環境快速變遷，市場需求愈發複雜，不確定性日益增加的營商環境下，企業無論是聚焦於當前競爭優勢，忽視未來新價值的機會；還是沉迷於探索新機會，不重視商業化過程，其都較難幫助企業實現持續、卓越的績效。策略性創業理論的提出幫助企業較好的實現深耕當前優勢與探索新機會的動態均衡，理論源於策略管理和創業理論的融合，強調企業優勢尋求行為和機會尋求行為的動態均衡，是企業在當前營商環境下實現可持續發展的關鍵選擇。但先前研究較少探究企業開展優勢尋求行為和機會尋求行為過程中受到哪些因素的影響，而在當前以知識經濟為主的環境下，企業知識的積累以及新知識的創造是其形成和維持競爭優勢的重要資源，也是探索新機會的關鍵要素；其次，作為組織層次的行為，策略性創業的決策和開展是「自上而下」的，故企業的高階經營者的管理特征對於其發展至關重要。因此，本文基於知識基礎論、知識轉化機制理論以及高階管理梯隊理論，從知識和高階經營團隊的視角探討其對於策略性創業所蘊含的優勢尋求行為與機會尋求行為有著怎樣的影響；進一步，對策略性創業行為與組織績效的關係進行分析。
本文選取中國大陸創業板上市的知識密集型製造業企業和知識密集型服務業企業2017年-2020年的904條數據作為研究樣本，建構回歸模型進行實證分析。實證結果表明，企業知識基礎，高階經營團隊對企業開展策略性創業行為具有重要影響。首先，企業知識基礎對於其開展策略性創業行為具有顯著的促進作用，其中，知識深度更有助於優勢尋求行為的開展，知識廣度更有助於機會尋求行為的開展。其次，在高階經營團隊方面，企業高階經營團隊的創業經驗對優勢尋求行為和機會尋求行為均有正向促進作用；企業高階經營團隊先前行業經驗數量越豐富，有助於機會尋求行為的開展，而不利於企業優勢尋求行為。其次，高階經營團隊行業經驗異質性越大，越有助於機會尋求行為的開展，而不利於企業優勢尋求行為。另外，知識轉化機制的回歸結果並未受到顯著的支持，即知識轉化機制的調節作用並不存在。最後，通過回歸分析的結果，可以發現，企業在有限資源的條件下，實現優勢尋求行為和機會尋求行為的均衡發展有助於實現企業持續成長。
本文立足當前企業層級的創業研究所關注的焦點問題之一----企業策略性創業，基於當前研究存在的不足，從知識基礎論、知識轉化機製理論以及高階梯隊理論出發，將企業知識基礎、高階經營團隊經驗與企業策略性創業相連接，試圖剖析影響企業策略性創業的影響因素以及相應的調節作用；進一步通過分析知識基礎、高階經營團隊經驗對機會尋求和優勢尋求的具體作用，更加細致地分析企業如何通過拓展自身知識基礎、建立更加合理的高階經營團隊以實現優勢尋求行為和機會尋求行為的均衡發展，以期幫助企業實現可持續發展。本文拓展了策略性創業的研究，補足了先前研究的不足。
第一，本研究試圖發現影響企業策略性創業的前置因素，完善了理論的研究內涵，尤其是在當前知識經濟時代下，企業知識對於其發展具有決定性影響，是企業實現競爭優勢的核心要素，故企業知識基礎會對其行為產生影響。另外，作為企業決策者，高階經營團隊是影響企業行為的關鍵要素，本研究從上述兩個視角對理論進行拓展，有助於豐富策略性創業理論。
第二，在當前的營商環境下，僅注重企業自身競爭優勢的維持和產品的深耕而缺乏探索新機會的模式逐漸被市場所淘汰，而持續尋求新機會常常也會因為缺乏合理配置資源，形成競爭優勢而失敗，故在當前動態不確定性的營商環境下，刻意追求優勢尋求行為或機會尋求行為並非最優選擇，維持兩者的均衡發展才能有效幫助企業實現可持續發展。本文從知識基礎深度和廣度，高階經營團隊行業經驗數量、異質性以及創業經驗的角度，對其與優勢尋求行為和機會尋求行為的影響進行具體實證分析，同時，探究知識轉化機制的調節作用，為企業尋求和調整優勢尋求行為與機會尋求行為的均衡發展提供支持。
最後，隨著社會經濟、科技的進步，互聯網應用的成熟，企業所處的外部環境也在持續變化，新創事業日益增多，企業間的競爭也日益加劇。在當前複雜、不確定的環境下，企業若僅僅注重維持自身所積累的競爭優勢，而未順應環境的變化，尋求可行的市場機會，則最終會被市場所淘汰。注重企業優勢尋求和機會尋求的均衡發展是企業在當前環境實現可持續發展的重要方式之一，因此，本文的提出幫助企業更好的實現優勢尋求和機會尋求行為，也幫助其樹立了符合當前營商環境的企業成長觀。

As Peter Drucker said, “An entrepreneur who does not learn how to manage will not last long. A management that does not learn to innovate will not last long.” With the rapid changes in social technology and the economic environment, the market demand is becoming more and more complex. The uncertainty is increasing, whether a company focuses on the current competitive advantage and ignores opportunities for new value in the future or is obsessed with exploring new opportunities and does not pay attention to the commercialization process. Both ways are complex to help an enterprise to achieve sustainable growth and excellent performance. Strategic Entrepreneurship (SE) theory helps enterprises achieve a dynamic balance between cultivating current advantages and exploring new opportunities better. The SE originates from the integration of strategic management and entrepreneurship theories, emphasizing the dynamic balance between advantage-seeking behavior and opportunity-seeking behavior of enterprises, and is the critical choice for enterprises to achieve sustainable development in the current business environment. However, previous studies have hardly explored what factors affect the process of enterprises' advantage-seeking and opportunity-seeking behavior. Nowadays, an era of the knowledge economy, the accumulation of corporate knowledge and the creation of new knowledge are essential resources for forming and maintaining competitive advantages and crucial elements for exploring new opportunities. In addition, as an organizational-level behavior, strategic entrepreneurship is carried out with "top-down" management, so the top management team's characteristics are essential. Therefore, based on the Knowledge-Based Review, Knowledge Creation theory, like the SECI model, and Upper Echelon Theory, this paper explores how it affects the advantage-seeking and opportunity-seeking behavior of SE from the perspective of knowledge and top management teams. And then analyzes the relationship between SE and organizational performance.
Our sample comprises 302 knowledge-intensive manufacturing and service companies listed on the ChiNext Board in China. We collected data of 904 companies, from 2017 to 2020. The results show that the enterprise's knowledge base and the top management team influence SE significantly. First, an Enterprise’s knowledge base has a significant role in promoting SE. Knowledge Depth is more conducive to the development of advantage-seeking behavior, and Knowledge Breadth is more conducive to the development of opportunity-seeking behavior. Secondly, for the top management team, the result shows that the more extensive the manager's past experience in different industries, the more conducive to the development of opportunity-seeking behavior and not conducive to the enterprise's advantage-seeking behavior. In addition, the more significant the heterogeneity of the industry experience of the top management team, the more conducive to the development of opportunity-seeking behavior and is not conducive to the enterprise's advantage-seeking behavior. And the result also shows that the entrepreneurial experience of the top management team has a positive effect on both advantage-seeking behavior and opportunity-seeking behavior. Thirdly, the results did not show that the knowledge transfer mechanism would have a significant moderating effect. Finally, with the resources, and limited conditions, realizing the balanced development of advantage-seeking behavior and opportunity-seeking behavior is conducive to the sustainable growth of enterprises.
This paper attempts to find the factors that affect SE. Analyzing from the knowledge base and the top management team perspective to understand how the firm’s knowledge and the experience of top management team influence SE. And trying to find the moderating effect of the knowledge transformation mechanism. Our research expands the related research on SE and makes up for the insufficiency of previous studies. First, it improves the connotation of the theory and provides multiple perspectives of the theory. Second, our results help companies understand how to use their knowledge base to achieve a balanced development of advantage-seeking and opportunity-seeking behaviors. Moreover, the results support a firm's building a top management team more reasonably to achieve SE more effectively. Third, it helps enterprises establish a more reasonable development concept. Because of the complex and uncertain business environment of today, it can’t only take into account either the advantage-seeking behavior or opportunity-seeking behavior, but maintain a balanced development of the two to help enterprises achieve sustainable development effectively.

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