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The purpose of this paper is to study enterprise innovation in the perspective of external supplier relationship. On this purpose, this paper examines the impact of supplier change on enterprise innovation with the moderating role of market competition.

Using 2012–2020 empirical data of Chinese listed manufacturing enterprises, this paper investigates the relationship among supplier change, market competition and enterprise innovation through a two-way interaction model.

The results show that supplier change has a negative impact on enterprise innovation. And market competition intensifies the negative relationship between supplier change and enterprise innovation. Additional analyses indicate that the main effect and the moderating effect are more significant when the enterprise is non-state-owned or has lower ownership concentration.

This paper studies enterprise innovation from the perspective of external stakeholders. It focuses on supplier relationship in a dynamic variation view, instead of the traditional static ones. Moreover, this paper explores the contingency effect of market competition and gives practical implications for managers to adjust innovation strategy flexibly.

This paper aims to investigate the law and logic mechanism of management control matching pattern and company strategy aggressiveness under different strategies by textual analysis, based on the empirical data of Chinese A-share listed companies during the period from 2010 to 2018. Additional analyses further investigate the moderating effect of environmental uncertainty and R&D intensity on the relationship between management control matching type and strategy aggressiveness. The conclusion can help relevant departments to develop management control theory and method system with Chinese characteristics and provide theoretical reference for the matching mode of dual control.

This paper uses the text analysis method. The main explanatory variables are analyzed using the computer SQL Server database software through the relevant text of the board of directors report in the company annual report. Other financial data came from the CSMAR database, excluding ST and PT and companies with missing data, and 16,902 samples were finally obtained. This paper conducted statistical analysis through Stata12.

This paper shows that the matching pattern between formal and informal control is divided into three types. They have different impacts on strategy aggressiveness. Specifically, consistent matching type II significantly positively influences the aggressiveness of offensive strategy. Consistent matching type I significantly positively influences the aggressiveness of defensive strategy. Complementary matching type I significantly positively influences the aggressiveness of analytical strategy. Additional analyses find that compared with non-high-tech companies, high-tech companies have more significant influence on the relationship between management control matching pattern and company strategic aggressiveness. And compared with other two “strategy-control” matching patterns, both environmental uncertainty and product innovation have more significant influence on the relationship between consistent matching II and offensive strategy aggressiveness.

To the best of the authors’ knowledge, this paper divides the formal and informal control matching patterns of management control into three categories for the first time. It examines the relationship between the formal and informal control matching of management accounting and the degree of strategy aggressiveness. The conclusion provides new empirical evidence to promote the effective implementation of development strategies for companies. It can help relevant departments to develop management control theory and method systems with Chinese characteristics and provide theoretical references for the matching mode of dual control.

Green technology, characterized by its environmentally friendly attributes and sustainable practices, has emerged as a crucial tool in harmonizing the economic and ecological benefits. However, the challenge lies in selecting the most effective strategies for acquiring green technology. This paper aims to explore how chemical enterprises choose green technology acquisition strategies across diverse scenarios.

Considering the influence of competition effects, spillover effects and their interactions on selecting green technology acquisition strategies, this paper develops three decision models (independent R&D, cooperative R&D and technology introduction). Drawing on the duopoly game theory as its theoretical framework, this paper delves into the examination of the economic and environmental benefits within distinct scenarios.

Cooperative R&D excels in promoting green technology R&D when spillover effects are strong, while independent R&D demonstrates superiority when spillover effects are weak. The threshold for the strength of spillover effects is related to competition effects. Additionally, cooperative R&D typically yields greater financial advantages than independent R&D and technology introduction. Moreover, the economic and environmental benefits may not be optimized simultaneously. Only enterprises that satisfy low competition and spillover effects as well as high competition and spillover effects, can achieve win-win economic and environmental benefits.

Although green technology R&D and introduction are alternative strategies, they have typically been considered separately in prior literature. This study attempts to incorporate green technology R&D and introduction into a strategic system to investigate the selection of green technology acquisition strategies, taking into account competition effects, spillover effects and their interactions.