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Digital transformation serves as a new driving force and engine for enterprise innovation. Meanwhile, the national strategy of carbon peaking and carbon neutrality has set new goals and requirements for the green development of the Chinese manufacturing industry. From the three-dimensional perspective of "strategy-resource-institution," this paper explores the impact and mechanism of digital transformation on green technology innovation of Chinese manufacturing enterprises and the heterogeneous impact of the institutional logic of ownership structure. Using a sample of 1,016 A-share listed manufacturing companies on the Shanghai and Shenzhen Stock Exchanges from 2011 to 2019 and based on big data text mining and a negative binomial regression model, this study finds that: (1) Digital strategy significantly enhances green technology innovation capability of enterprises; (2) digital resource investment partially mediates the effect of digital strategy on the enhancement of green technology innovation capability; and (3) the ownership structure of enterprises plays a moderating role in the mediating relationship mentioned above. Specifically, compared to state-owned enterprises (SOEs), non-stateowned enterprises (NSOEs) show no significant difference in the stages where digital strategy promotes green technology innovation and guides digital resource investment. However, they demonstrate higher efficiency in transforming digital resource investment into green technology innovation. The robustness test indicates that the significant effect of digital strategy and resource investment on green technology innovation in enterprises remains valid in the medium term, with a continuous enabling effect. There is no significant difference between SOEs and NSOEs in the medium and long term in promoting green technology innovation through digital transformation. Further, introducing keyword text networks to explore the structural impact of digital strategy, this study finds that digital product and manufacturing strategy are adequate strategic dimensions to enhance green technology innovation capability, and digital financial strategy and digital marketing strategy have no direct promoting effect on green technology innovation of enterprises. From the perspectives of strategies, resources, and institutions, the research findings elucidate the process mechanisms of digital acceleration in the green transformation of manufacturing and the heterogeneous effect of ownership structure and provide critical theoretical insights into the role mechanisms and contextual factors of digitalization on green innovation in manufacturing enterprises. Moreover, this study offers scientific decision-making support for incentivizing the manufacturing industry to seize the opportunities of industrial digitalization and accelerate carbon peaking and carbon neutrality. [ABSTRACT FROM AUTHOR]

While existing literature acknowledges the development of digital capabilities as essential for enterprises to achieve digital transformation, it falls short in offering comprehensive theoretical insights into the dynamic evolution of these capabilities, especially in the field of environmental and sustainability issues. This paper addresses this gap by employing an exploratory single-case study methodology to investigate the intricate process through which an ecological restoration enterprise in China updates its digital strategy, facilitating the dynamic evolution of its digital capabilities from a resource orchestration theory perspective. Our findings reveal a sequential evolution from digital strategy renewal to resource orchestration and, ultimately, the advancement of digital capabilities. Specifically, the enterprise engages in a co-adjustment and co-creation process, aligning its resources with a digital strategy refresh and fostering the emergence of digital integration and innovation capabilities through effective resource management. This includes the accumulation and divesting of resources as part of the construction process, alongside the enrichment and bundling of resources. This research bridges the gap in the current literature by providing a nuanced understanding of the mechanisms that drive the evolution of digital capabilities, and it offers a theoretical framework that integrates strategic renewal with resource orchestration for environmental and socio-economic sustainable development. Furthermore, the insights gained provide vital managerial implications for the governance, corporate social responsibility and policy of industrial digitalization towards global environmental practice and sustainable development goals (SDGs). [ABSTRACT FROM AUTHOR]