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While there is industry consensus on digital transformation as an effective means to address the resource dilemma in green innovation, scant research has delved into the relationship between digital transformation and green innovation at the firm level. Building upon prior studies elucidating digitalization through the resource-based view, this paper employs resource orchestration theory to investigate the causal link between digital transformation and firm-level green innovation, along with its boundary conditions in terms of "who, where, and when". Using a longitudinal dataset of Chinese publicly manufacturing firms for the period 2007–2018, we find that digital transformation can facilitate firm green innovation. Additionally, this relationship is weakened when the firm displays a greater de?ciency gap (when) and a higher level of managerial myopia (who), as well as when the firm spans few structural holes in board interlocks (where). This study contributes to research at the intersection of digital transformation, green innovation, and resource orchestration. [ABSTRACT FROM AUTHOR]

Existing firms may need to radically change themselves to succeed in the emerging digital world, and digital transformation is an important way to do so. So what drives firms' digital transformation? This study establishes a link between positive status shocks and firms' digital transformation. We have exploited the unique empirical opportunity generated by the release of Niche Champions in China since 2016. Difference-in-difference analyses on matched samples show that status shock is positively related to a firm's digital transformation. We further find that human capital enhances, while managerial myopia weakens the effects of status shocks on digital transformation. The implications of our research for digital transformation and status research are discussed. [ABSTRACT FROM AUTHOR]

This study explores the critical links between legitimacy-seeking strategy, resource-building capability, and product innovation so as to explain how legitimacy-seeking strategy affects product innovation and how resource-building capability moderates the relationship between legitimacy- seeking strategy and product innovation. Our empirical results show that legitimacy-seeking from market (LSM) has an inverted U-shaped relationship with product innovation, whereas legitimacy- seeking from government (LSG) is the opposite with a U-shaped relationship. Further, we also find that resource-building capability moderates the relationships between LSM and innovation as well as between LSG and innovation in two different patterns. [ABSTRACT FROM AUTHOR]