A Practical Study on Strategic Adjustment by Small and Medium-Sized Enterprises in a Changing Market Environment

Abstract

High-frequency volatility in the market environment has markedly accelerated the rate at which existing strategic frameworks of small and medium-sized enterprises (SMEs) become ineffective. Strategic adjustment, once an occasional response, has become a routine necessity for survival. The core question addressed here is how SMEs adjust their business strategies under resource constraints. Dynamic capabilities (DCs) and ecological niche theory (ENT) supply the analytical tools, while theoretical deduction and case analysis are the methods employed. The analysis shows four mutually reinforcing adjustment pathways: niche repositioning, resource constraint breakthrough, deep cultivation of demand granularity, and institutional capital conversion. Their effectiveness depends on the level of synergy between niche identification accuracy and capability bricolage efficiency. Strategic adjustment is, in essence, the continuous reconstruction of the matching relationship between the organization and its environment; under conditions of resource scarcity, SMEs need to maintain dynamic adaptive capability.