Abstract：

The growth of new domestic brand enterprises is driven by the synergy between policy support and ambidextrous innovation (exploratory innovation and exploitative innovation). The mechanism of this synergy shows stage - based differences due to the dynamic evolution of the enterprise life cycle. This paper integrates organizational ambidexterity theory and dynamic capability theory to build a "policy embedding - dynamic adaptation" framework. It reveals the differentiated paths through which policy resources drive ambidextrous innovation via resource bricolage and knowledge conversion capabilities. The study shows that: enterprises in the growth stage rely on inclusive policies to strengthen exploitative innovation and achieve scale effects. Enterprises in the maturity stage need targeted policies to guide technological leapfrogs and break through path dependence. Enterprises in the decline stage require a "culture + efficiency" policy combination to rebuild the balance between exploratory and exploitative innovation and activate organizational resilience.At the theoretical level, the study breaks through the static equilibrium assumption of traditional organizational ambidexterity theory and proposes a "life cycle - policy tool" dynamic adaptation model. At the practical level, it provides a basis for staged policy design and dynamic strategic planning of enterprises, helping new domestic brands break through "low - end lock - in" and "innovation traps." The research conclusions offer systematic solutions for precise policy empowerment and resilient growth of enterprises.

Key Words：

policy support; organizational ambidexterity; new domestic brand enterprises; enterprise life cycle; ambidextrous innovation