This study adopts a qualitative case study approach, using the Cunningham (2002) organizational change model as the theoretical framework to explore ANTA Sports’ technology-related change process from imitation to indigenous innovation.

Data were collected through official/semi-official documents (e.g., policy publications, company reports) and four semi-structured interviews with industry experts and ANTA practitioners. Key findings include:

1. Deinstitutionalization pressures: A glut of low-end products, Chinese consumers’ positive technology readiness, growing patriotism, and internal political pressures drove ANTA’s change;
2. Moderating factors: Tax preferences accelerated the transformation, while weak intellectual property protection hindered it;
3. Success determinants: Access to affordable resources, CEO’s strategic determination, elimination of non-adaptable alternatives, and resource dependence on consumers ensured the successful implementation.

The research enriches the understanding of organizational change in China’s sporting goods manufacturing sector, providing theoretical references and practical implications for technology-lagging enterprises in transitioning economies.

Acknowledgement

Special thanks to ANTA Sports Products Ltd. for the accessible research data and the interviewees for their valuable insights. Grateful for the academic support from relevant literature databases and research institutions.