战略的自下而上（即战略变革）与战略决策质量的关系。Fama and J

The relationship between bottom-up strategy (ie, strategic change) and the quality of strategic decision-making. Fama and Jensen (1983) divided the decision-making process into initiation, approval, execution and supervision [28]. The strategic decision-making process includes both the formulation of strategic decisions and the execution of strategic decisions. Strategy execution is strategic consensus. In terms of the nature of strategic consensus, it is easier for middle managers to integrate the efforts of executives and other members of the organization and exert influence on strategic development [29]. Control strategy development. Employees play an important role in the process of strategic decision-making [29]. On the one hand, employees provide the senior management team with relevant specific information so that the senior management team can make more reasonable strategic decisions; on the other hand, employees’ strategic participation will enable employees to Have a strong sense of ownership in strategic decisions, which in turn leads to an open mind and willingness to put in extra effort to proactively think, learn, and execute the company's strategic decisions. That is to say, the process of strategic consensus helps to improve the quality of strategic decision-making, and middle-level managers and lower-level employees may have a more say in certain aspects of decision-making matters. Therefore, the cognitions generated by middle managers and lower-level employees in strategy execution not only contribute to the effective execution of strategic decisions, but also their feedback information may further optimize or directly affect the strategy formulation (or strategic change) of the senior management team.

The relationship between the bottom-up of strategy (i.e. strategic change) and the quality of strategic decision-making. Fama and Jensen (1983) divided the decision-making process into initiation, approval, implementation and supervision [28]. The strategic decision-making process includes not only the formulation of strategic decision-making, but also the implementation of strategic decision-making. Strategic implementation is strategic consensus. In terms of the essence of reaching consensus on strategy, middle-level managers are easier to integrate the efforts of senior executives and other members of the organization and exert influence on strategic development [29]. Middle-level managers will take the initiative to start strategic dialogue, and then strive to promote the achievement of strategic consistency and control the development of strategy. Employees play an important role in the process of strategic decision-making [29]. On the one hand, employees provide relevant specific information to the senior management team so that the senior management team can make more reasonable strategic decisions; On the other hand, employees' strategic participation will make employees have a strong sense of ownership of strategic decisions, and then have an open mind and are willing to make extra efforts to actively think, learn and implement the company's strategic decisions. In other words, the process of strategic consensus helps to improve the quality of strategic decision-making, and middle-level managers and grass-roots employees may have a better voice in certain decision-making matters. Therefore, the cognition of middle-level managers and grass-roots employees in strategy implementation not only contributes to the effective implementation of strategic decision-making, but also their feedback information may further optimize or directly affect the strategy formulation (or strategic change) of senior management team.

The relationship between bottom-up strategy (that is, strategic change) and the quality of strategic decision-making. Fama and Jensen(1983) divided the decision-making process into initiation, approval, implementation and supervision [28]. The strategic decision-making process includes not only the formulation of strategic decisions, but also the implementation of strategic decisions. Strategy is strategic consensus. As far as the essence of strategic consensus is concerned, it is easier for middle managers to integrate the efforts of executives and other members of the organization and exert influence on strategic development [29], and middle managers will actively open strategic dialogue and then strive to achieve strategic consistency and control strategic development. Employees play an important role in the strategic decision-making process [29]. On the one hand, employees provide relevant specific information for the senior management team so that the senior management team can make more reasonable strategic decisions; On the other hand, employees' strategic participation will enable employees to have a strong sense of ownership of strategic decisions, which in turn will lead to an open mind and willingness to make extra efforts to actively think, study and implement the company's strategic decisions. That is to say, the process of strategic consensus helps to improve the quality of strategic decision-making, and middle managers and grass-roots employees may have more say in certain aspects of decision-making. Therefore, the cognition generated by middle managers and grass-roots employees in the strategy implementation not only contributes to the effective implementation of strategic decisions, but also their feedback information may further optimize or directly affect the strategy formulation (or strategic change) of the senior management team.