Chinese enterprises are currently facing unprecedented economic transformations accompanied by a diverse array of challenges. This article delves into these challenges and provides management recommendations to assist companies in addressing these pressing issues. First, China's economic growth is gradually slowing, prompting companies to explore new avenues for growth, such as diversifying their products and markets, enhancing research and development, and expanding into emerging markets. Second, the uncertain global trade landscape has impacted exports and supply chains, necessitating diversified supply chains, new trade partnerships, and proactive strategies to navigate potential trade policy changes. Additionally, the pressure of technological innovation cannot be underestimated, urging companies to increase R&D investment, collaborate with other enterprises on research, and recruit and nurture high-quality tech talent. Furthermore, with the Chinese government's growing focus on environmental concerns, companies need to invest in clean production technologies, build sustainable supply chains, and actively fulfill their social responsibilities. Other challenges including rising labor costs, intellectual property protection, financial risks, regulatory compliance, talent recruitment and retention, and digital transformation all require proactive responses. By adopting proactive management strategies, Chinese enterprises can thrive in this era filled with both opportunities and risks, achieving sustainable growth and enhanced competitiveness.

There is increasing attention on information transfers along supply chain partners for firm (extreme) events. This growing literature finds spillover effects following certain types of firm events. Using data from credit rating actions of Chineselisted firms over the period between March 2007 and May 2020, we examine the spillover effects of supply chains by focusing on the market reactions of event firms to the action announcements. We find strong evidence of spillover effects driven by the market reactions of event firms, which are enhanced through information diffusion channels as supply chain partners receive more investor attention. Moreover, the effects are stronger when event firms’ market reactions are negative, event firms are nonstated-owned, the industry concentration of event firms is higher, or the suppliercustomer business relationship is closer. Overall, these findings highlight the role of investor attention in addition to network characteristics in supply chain spillovers.