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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]

This paper empirically examines the role of a sustainability strategy in the relation between a digital business strategy and financial performance. By classifying two capabilities (managerial capability and operational capability) that are needed to realize a digital business strategy, this study suggests that a sustainability strategy serves as a promoter in the relation between managerial capability and financial performance but inhibits the relation between operational capability and financial performance. Using a structured survey questionnaire, the data was collected from 280 small and medium-sized enterprises (SMEs), which operate in both the service and manufacturing industries in Finland. Four developed hypotheses were tested using the regression analysis to find the relationship between digital business strategy, sustainability strategy and financial performance. The findings suggest that a sustainability strategy serves as a promoter in the relation between managerial capability and financial performance but inhibits the relation between operational capability and financial performance. • The relations between a digital business strategy, a sustainability strategy and financial performance are studied. • Two capabilities (managerial capability and operational capability) are needed to realize a digital business strategy. • Sustainability strategy facilitates the relation between a digital business strategy and financial performance. • Sustainability strategy serves as a promoter in the relation between managerial capability and financial performance. • Sustainability strategy inhibits the relation between operational capability and financial performance. [ABSTRACT FROM AUTHOR]