Optimising 7T-fMRI for Imaging Regions of Magnetic Susceptibility.

China’s electricity sector is undergoing a fundamental transformation from a state-planned regime to a market-driven one. Under the traditional vertically integrated model, power generation enterprises were exclusively responsible for production, while sales remained monopolized by grid companies—creating a sharply bifurcated “production–distribution” structure. Since the issuance of Several Opinions on Further Deepening Power System Reform in 2015 [], market-oriented reforms have progressively granted power generation enterprises both the right and the responsibility to compete in the market and to engage directly with end users. By the end of 2020, approximately 350,000 professionals were engaged in electricity trading nationwide, rising to 808,000 when energy management personnel on the consumer side are included []. This rapidly expanding workforce led to the official recognition of “Electricity Trader” as a new national occupation in July 2022. Notably, a substantial proportion of this workforce has transitioned from frontline production roles into sales positions, bringing strong technical familiarity with power generation but limited prior exposure to market-facing work. This large-scale role transition places power generation enterprises under intense pressure to shift from a “production-oriented” to a “market- and service-oriented” mode of operation. Sales personnel are no longer expected merely to fulfill transactional functions; they must also develop in-depth understanding of customer electricity consumption behaviors (e.g., load curves, peak–valley patterns, energy efficiency preferences), design customized energy solutions, and conduct data-driven customer value assessment and market forecasting [,]. Yet, whether and how transitioning personnel actually develop the integrated set of capabilities required for these new roles—and through what mechanisms such capabilities emerge—remain insufficiently understood in existing literature. Research on sales personnel capabilities has primarily proceeded along two streams. The first focuses on single-dimensional capabilities, emphasizing fundamental selling skills such as communication, product knowledge, and negotiation [,]. The second advances dual-capability frameworks, holding that sales personnel require both sales and service capabilities to enhance customer relationship quality [,]. Together, these streams have laid an important foundation; however, three limitations warrant further attention. First, although data analytics has become a core competence for sales personnel in the digital era, it has not yet been systematically integrated into capability frameworks [,]. Second, prior research largely assumes a singular, linear developmental sequence (e.g., sales service), thereby overlooking the multi-path, non-linear processes through which capabilities may emerge, particularly under “worker-to-sales” transitions. Third, how individual capability formation is jointly shaped by organizational institutions, technological infrastructure, and individual learning behaviors remains underexplored [,]. Addressing these gaps, the present study draws on CGN New Energy Guangxi as the focal case and CGN New Energy Shenzhen as the comparative case, employing grounded theory to investigate the constituent elements and generative mechanisms of sales personnel’s capabilities under China’s electricity market reform. The study makes three contributions. First, it extends the conventional “sales–service” duality by establishing digital capability as an independent core dimension, thereby developing a “sales–service–digital” triadic capability framework. Second, it reveals a dual generative logic of “endogenous development and contextual shaping,” enriching the application of dynamic capability theory at the individual level. Third, it extends context–capability matching theory to the distinctive institutional setting of China’s electricity reform, offering localized insights for organizational capability reconstruction in transitional economies. Practically, the findings provide a systematic basis for power enterprises to design developmental pathways and training systems for personnel transitioning from production to market-facing roles.