中文摘要：

本文通过对韩都与芬尼的纵向案例研究，试图破解战略创业中的“资源约束”和“资源冗余”两难困境。研究发现：战略创业是一个基于员工与顾客赋能的价值共创过程。试点阶段企业通过结构赋能营造了员工之间的价值共创环境，利益共享机制设计促进了“冗余资源”的利用，取得了新业务机会与制度创新优势；在复制阶段企业通过领导赋能巩固了团队之间的价值共创环境，借助事业共享机制设计促进了“冗余资源”的优化，获得了新市场机会与跨界创新优势；在进化阶段，企业通过心理赋能与顾客赋能优化了员工与顾客之间的价值共创环境，通过命运共享机制设计促进了资源开放，有效地突破了创业“资源约束”的瓶颈，实现了新组合机会与生态创新优势。本文结论对于企业如何通过赋能促进价值共创进而推动战略创业有着重要的理论和实践意义。

英文摘要：

This paper aims to solve the dilemma of ＇ resource constraint＇ and ＇ resource redundancy＇ in strategic entrepreneurship by the case study of longitudinal comparison between Handu Group and PHNIX. It demonstrates that strategic entrepreneurship is a process of value co-creation based on employee and customer empowerment. In the pilot phase, enterprise creates the environment of value co-crea- tion for employees via structure empowerment and utilizes more of ＇ redundant resources ＇ by benefit-sharing mechanism, achieving new business opportunities and innovation advantages at institutional level. In the copy phase, enterprise consolidates the value co-creation a- mong teams by leader empowerment and optimizes the redundant resources through cause-sharing mechanism, acquiring emerging mar- keting opportunity and innovation advantages across multi-fields. In the evolution phase, enterprise optimizes the value co-creation be- tween employee and customer using psychological and customer empowerment, promotes resource opening by density-sharing mechanism and breaks through the difficulties of resource constraint in entrepreneurship, grasping new constructing opportunities and innovation ad- vantage in ecology. This study is notably significant for enterprises to drive strategic entrepreneurship forward by value co-creation promo- ted by empowerment in theoretical and practical respects.