Smart city is a brand-new city form, in which information and communication technologies are utilized to sense, analyze, and integrate the key information of city operation core system, so that intelligent responses can be immediately and effectively taken to various demands including people’s livelihood, environmental protection, public safety, city services, and industrial and commercial activities. Digital economy is a mixed economy with the coexistence of multiple business models and diversified value creation models based on the information and communication technologies and in the digital economy, many things are undergoing huge changes, and their corresponding economic rules also need to be adjusted. On the basis of analyzing previous research works, this paper expounded the research status and significance of smart city’s resource scheduling and strategic management, elaborated the development background, current status, and future challenges of digital economy, introduced the methods and principles of city-level spatiotemporal data model and spatial full factor coding, formulated resource scheduling strategies for smart city based on digital economy, explored the dynamic fusion, storage, and update of smart city’s multisource heterogeneous data, conducted the information display and analysis of multilevel smart city, proposed strategic management approaches for smart city based on digital economy, analyzed the integrated implementation model of shared resource scheduling and people-oriented social management, and discussed the economic growth factors and standardization mechanism of smart city under the background of digital economy. The results of this study provide a reference for further research studies on the resource scheduling and strategic management of smart city under the background of digital economy.

Although there are studies verifying that strategic entrepreneurship is positively related to the risk resistance and performance of enterprises, it is unclear how enterprises can implement effective strategic entrepreneurial activities in dynamic situations. This research aims to explore why and how the entrepreneur’s social identity influences and drives firm’s strategic entrepreneurial activities. In this study, it applied case study method to interview a technology-based family firms that have effectively conducted strategic entrepreneurial activities to meet challenges, and uses grounded theory for data analysis. The research finds that (1) the social identity of entrepreneurs actively promotes the strategic entrepreneurial activities of enterprises; (2) sustainable leadership mediates the relationship between social identity and strategic entrepreneurship; (3) at different stages of enterprise development, entrepreneurs dynamically adjust their social identity types to enhance sustainable leadership; (4) through the focus and extension of technological advantages, sustainable leadership ensures that enterprises can promote the implementation of strategic entrepreneurial behavior by disintegrating and integrating the value chain. This study explores the strategic entrepreneurship path of family firms and also provides new insights for future research on the strategic entrepreneurship and sustainable growth of such firms.

Family firms face many uncertainties in a dynamic entrepreneurial context. Previous studies have shown strategic entrepreneurship can help firms effectively cope with uncertainties. There are few studies on how family-firm entrepreneurs make strategic decisions and engage in strategic entrepreneurial behavior. This may prevent managers lacking the necessary action guidelines from effectively implementing entrepreneurial behavior. we aim to explore the micro-behavioral mechanisms of strategic entrepreneurship in family firms. A longitudinal single case study based on grounded theory was conducted to explore these issues. Results show that (i) the entrepreneur’s identity will constantly evolve to adapt to the entrepreneurial context during the life cycle of the corporation; (ii) entrepreneurs influence strategic entrepreneurial activities through the dynamic evolution and interaction of their identities; (iii) different entrepreneurial emotional states affect the strategic entrepreneurial behavior mechanisms. As a result, dynamic interactions between entrepreneurial identities have a significant impact on emotional states such as entrepreneurial well-being, which may significantly affect the implementation pattern of strategic entrepreneurial behaviors and the sustainable development of the firm. This paper provides a novel theoretical perspective on the path and behavioral choices of strategic entrepreneurship in firms, and also provides action guidelines and theoretical references for family business managers to implement strategic entrepreneurial behavior.