Although the application of digital technology in social governance is gradually deepening, there is still room for research on how to achieve its effective integration with grassroots social governance. Based on the dynamic capability theory, this study adopts a single-case research method to conduct an in-depth analysis of the key processes and strategic choices in the digital transformation of social governance in Qingyuan County, Zhejiang Province. It is found that: First, the digital transformation of grassroots social governance has gone through three stages, namely exploration, deepening and empowerment, while each stage presents different path strategies and dynamic capabilities. Second, the realization of digital transformation of grassroots social governance is a spiral dynamic co-evolutionary process. The process demonstrates that under the background of internal and external environmental changes, grassroots governments make use of digital dynamic capabilities to carry out digitally oriented integration and restructuring of organizational resources. The research results clarified the key processes and action strategies of digital transformation in grassroots social governance. From the perspective of dynamic capabilities, the research reveals the key elements and their implementation mechanisms in the digital transformation of grassroots social governance, providing strong theoretical support and practical reference for the continuous promotion of digital transformation in grassroots social governance.

Taking Kutesmart as the research object, this study focuses on three stages, namely, personalized customization strategy and weakened bureaucracy structure, C2M strategy and network structure, ecological strategy and ecological structure. From the perspective of technology adoption, it conducts a longitudinal case analysis on the collaborative development process of its strategic renewal and organizational structural change, and extracts the internal mechanism through which strategic renewal affects structural change. The research findings are as follows: Firstly, in the context of digital technology application, organizations meet strategic needs through two paths, organizational structural change and technology adoption. These two paths are connected by norm updating, and the latter has more intuitive functions. With the development of technology, the influence weight of the two paths has changed, and technology adoption has gradually become the main means to meet strategic needs. Secondly, strategic renewal drives structural change through technology adoption. Specifically, the new functions of technical carriers can match strategic needs and support the realization of strategies; the norm updating driven by carrier design will promote the adjustment of organizational structure, and the adjusted organizational structure will generate new structural functions to feed back into strategic realization; the two paths interact and complement each other to jointly meet strategic needs. The research results provide a theoretical basis for organizational management and enterprise digital transformation.

The green innovation behavior of employees is crucial for green innovation and low-carbon transformation of a business. How companies drive employees to carry out green innovation practices in the process of pursuing environmental strategies is an urgent issue that needs to be addressed. This article takes two typical manufacturing enterprises, Liby and Tasly, as research objects, and explores the corporate environmental strategy and the structural dimensions of employees’ green innovation behaviors. At the same time, based on organizational identity theory, the driving mechanism of employees’ green innovation behavior under the corporate environmental strategy is revealed. The results show that: Firstly, corporate environmental strategy can be divided into four dimensions, namely, making environmental protection planning, practicing environmental protection concept, strengthening environmental management and carrying out environmental assessment. The four-dimensional structure of employees’ green innovation behaviors includes innovations in low-carbon technology, energy-saving processes, environmental management and smart services. Secondly, corporate environmental strategy is an important driving factor for employees’ green innovation behaviors, and the impact of different dimensions in corporate environmental strategies on employees’ green innovation behaviors varies. Thirdly, employee green organizational identity plays a mediating role between corporate environmental strategy and employees’ green innovation behavior, while environmentally specific transformational leadership can strengthen the effect of corporate environmental strategy on employees’ green organizational identity. The findings enrich the research on corporate environmental strategy, employees’ green innovation behavior, green organizational identity, and environmentally specific transformational leadership, providing a reference for the related theory and practice in Chinese context. 

Under the “new normal” where the characteristics of environmental uncertainty are becoming more and more obvious, effective linkage and collaboration of resources become the way to build digital capabilities of enterprises to cope with the crisis. This paper explores the paths and mechanisms of building digital capabilities for enterprises in the context of environmental uncertainty based on the case of Three Squirrels. This research finds that: (1) the uncertain factors of the new retail enterprise’s stage environment and the resource arrangement process have resulted in three different models for the construction of digital capabilities, namely, single-point, integration-pioneering and ecological interconnection. (2) the digital capability development of new retail enterprises by resource arrangement can mainly experience five paths and presents a dynamic evolution and upgrading trend. (3) the dynamic action process of resource arrangement on different digital capability building modes can be divided into three stages, and there are significant differences in the leading logic, resource arrangement mode and action mechanism of different stages. This research can enrich the related research on resource arrangement and digital capability building under the theme of enterprise digital transformation, and further supplement the theoretical model of resource arrangement.

Enterprises experience a recurring cycle of growth, maturity, and decline in their development. In the VUCA era, decline has become a normal challenge in business operations. Therefore, it is of great importance to explore how declining enterprises can enhance their knowledge management capabilities through failure learning and thereby achieve business model innovation. Adopting an exploratory multi-case study, based on cognitive behavior theory, and according to the analysis logic of “cognition — behavior — performance”, this paper explores the process mechanism of business model innovation through failure learning and knowledge management in declining enterprises, and compares the differences between efficiency-centered and novelty-centered business model innovations in this process. The study found that declining enterprises which can break the cognitive limitations to achieve business model innovation benefit from the mechanism of failure learning. Differences in knowledge management decision-making affect the formation of different types of business model innovations. Declining enterprises can effectively promote efficiency-centered and novelty-centered business model innovations by conducting knowledge management activities that integrate failure learning with their resource strengths and development objectives. The study provides a theoretical reference for declining enterprises to realize business model innovation by using failure learning and knowledge management from the perspective of cognitive behaviors. 

Service digitization is regarded as the source of future competitiveness of firms in convention and exhibition industry. The digital transformation has profoundly changed the value creation process of such firms. It requires them to rebuild the new cooperation relationship which meets the digital demand of services. Existing digitalization research has focused on internal digital transformation and organizational changes within enterprises, while there has been relatively little discussion on how external cooperative relationships of enterprises adapt to digital transformation. The relationship view provides theoretical insight for exploring the restructure of cooperative relationship in the context of service digitization, but it is necessary to further investigate the evolution of its constructs and underlying mechanisms in the context of service digitization. Based on the service digitalization transformation projects of six convention and exhibition firms, this study employs a multiple case study method, shifting the analytical focus of digitalization from internal enterprise transformation to the restructuring of dyadic cooperative relationships. Taking dyadic relationships as the unit of analysis, it identifies four dimensions of relationship restructure, namely, complementary digital capability, relationship-specific digital assets, digital enabling knowledge sharing, and partnership governance. On the basis of this, the paper establishes a framework of cooperation relationship restructure evolution, and explains how the four dimensions evolve in three different stages of foundation, transition and maturity. The research findings extend the theoretical boundary of the relational view to the new organizational context of service digitization, expand the emerging research on service digitization and the dynamic research on the relational view, and offer insights for convention and exhibition firms to carry out relationship restructure in the context of service digitization.

In the face of new technologies and markets, the core of enhancing the value of time-honored brands is brand inheritance and innovation, but related dynamic analysis is insufficient. From the perspective of brand authenticity, LAOMEIHUA is selected as the case study object, and the dynamic evolution mechanism of brand authenticity management, the evolution process and internal mechanism of inheritance and innovation of time-honored brands are explored through vertical deconstruction of the development process at different stages. The research findings are as follows: (1) the inheritance and innovation mechanism of time-honored brands is a process in which brand authenticity management is carried out under different driving factors and the result of inheritance and innovation is formed. (2) under different driving factors, brand authenticity management is reflected in three dimensions, namely, objective reality, constructive reality and self-reality. (3) brand authenticity management promotes brand inheritance and innovation, which is reflected in the realization of brand inheritance through objective reality. Brand innovation is realized by constructing reality and self-reality. This study expands the context of the research on the inheritance and innovation of time-honored brands, and can provide theoretical inspiration and case reference for enterprises to carry out brand inheritance and innovation. 

Non-standard assets have developed rapidly in China, which also brings huge risks. This study compares two cases of HENGFENG BANK and CZBANK to identify the impact of non-standard assets on bank performance and risk, as well as the impact of the 2018 new asset management regulations on bank non-standard asset management. The results show that: The characteristics of non-standard assets, such as long transaction chains and wide coverage, bring serious risks to banks. Defective corporate governance or internal control may enhance the negative effects. Although non-standard assets of banks may increase banks’ accounting profit in the short term, they may increase bank risk and have negative effects on the stability of bank performance. The new asset management regulations not only reduce the size of non-standard assets and bank risks, but also expose certain high proportions of bank risks associated with non-standard assets. 

Taking Gujing Group as the research object, the study explores the mechanism of enhancing digital intelligence immunity by manufacturing enterprises in crisis situations. It is found that: (1) the digital intelligence immunity of enterprises can be divided into the abilities to identify digital dissimilarity, tolerate digital immunity, and optimize and upgrade digital intelligence where the digital intelligence technology empowers the enhancement of digital intelligence immunity of organizations through the process of “digital intelligence analysis, digital intelligence connection, and digital intelligence aggregation”. (2) in the pre-crisis period, the digital intelligence analysis empowers the organization surveillance through “data standard establishment — data quantitative tracking — key information mining”, thus enhancing the ability of numerical intelligence to identify dissidents. (3) in the mid-crisis period, numerical intelligence connection empowers organizations to defend through “hierarchical departmental bridging — resource synergy and sharing — business channel expansion”, thus enhancing numerical intelligence. (4) in the late period of crisis, numerical intelligence convergence empowers organizational learning and memory through “data integration and consolidation — resource convergence and energy storage — strategy updating and improvement”, thus enhance the ability of numerical intelligence transformation and updating, and promote the organization to realize the dynamic upgrading of numerical intelligence immunity. 

Education digitization provides new opportunities for upgrading the traditional management case teaching mode and cultivate innovative composite management talents. Traditional management case teaching has long faced challenges such as difficulty in obtaining management case resources, low student participation, fragmented teaching links, and insufficient teachers’ competence in case teaching. This study is based on educational goal classification and situational learning theory, leverages the AI case teaching platform in Guilin University of Aerospace Technology, and draws the inspiration of the case action learning method to reconstructs the “pre-class, in- and post-class” teaching stages under AI empowerment. It distils a double helix teaching model characterized by three “turns”, three “stages”, multiple “links”. Through interviews and coding of 8 management teachers and 35 students, it was found that the double helix management case teaching model has significant effects in achieving teaching goals, improving students’ classroom participation, extending teaching links, and improving teachers’ case teaching abilities. This study can provide new practical paths for innovative management case teaching models and help to cultivate new management talents.