## 2 Theoretical Background and Literature Review
### SER-M Model  
In the intricate landscape of corporate growth, the SER-M model, as depicted in Figure 2 and conceptualized by Professor [PERSON] [83], stands as a testament to the dynamic interplay of core organizational elements. This model serves as a comprehensive framework, elucidating how 'Subjects', 'Environment', and 'Resources' synergize to shape a company's competitive edge and its journey towards sustainable success [84; 85]. Figure 2: The SER-M model: This model illustrates the systematic interactions between the key elements—‘Subject’, ‘Environment’, and ‘Resources’—and how they coalesce through a mechanism process to influence output performance. Integral feedback loops are depicted, underscoring the impact of output on refining future inputs and processes, thus highlighting the iterative nature of organizational growth and process optimization. At the very heart of this model lies the concept of 'Subjects'--the decision-makers who form the nucleus of any organization. This group encompasses the management, the workforce, and the clientele, whose collective decisions and strategies chart the course of the company's future. Their concerted actions are a reflection of the organization's decision-making process, which ultimately guides its strategic direction and operational methodology. It is through their vision and execution that the essence of the organization's capabilities and potential is realized. Encircling this core is the 'Environment'--a tapestry of external variables that a company must adeptly navigate. This includes the ever-evolving market dynamics, competitive forces, and the regulatory framework that define the playing field. These elements are not static; they demand that the business remains agile, continuously adapting its strategies to the fluctuating tides of the economic and competitive landscape. The third cornerstone of the model is 'Resources'--the tangible and intangible assets at an organization's disposal. From financial capital to human talent and intellectual property, the judicious allocation and management of these resources are critical. They are the fuel that powers the company's performance engine, laying the groundwork for the development of competitive strategies and operational excellence. Central to the utility of the SER-M model is its elucidation of the interactions between these elements through three primary mechanisms: adjustment, learning, and selection. The 'adjustment mechanism' is focused on achieving equilibrium, resolving conflicts, and surmounting challenges by fostering alignment among 'Subjects', 'Environment', and 'Resources'. The 'learning mechanism' propels the accumulation of knowledge and organizational adaptation through experiential learning, catalyzing the company's evolutionary progress. Lastly, the'selection mechanism' is the strategic process of making informed choices, ensuring that the company's trajectory aligns with its envisioned future. The SER-M model is particularly insightful when analyzing the role of information in corporate management. It aids businesses in formulating and implementing comprehensive information strategies that cut across the technological, organizational, and managerial spectrums. These strategies are indispensable for firms that aspire to solidify their market presence and thrive in an environment characterized by rapid digital transformation. Moreover, the SER-M model empowers businesses to devise bespoke competitive strategies and react swiftly to environmental shifts. This adaptability is vital; it enables businesses to distinguish themselves and succeed, even when resources are consistent across the board. Through this model, organizations can adeptly maneuver through the complexities of market behavior and resource management, armed with a proactive and flexible strategic plan. Such a plan positions them not merely to compete but to achieve enduring growth and success [86]. Numerous studies are applying the SER-M model, among which [PERSON]'s [87] research stands out.