A study of the Impact of Digital Capability on Business Model Adaptation: The Mediating Role of Strategic Orientation and the Moderating Role of Organizational Inertia

Zhen Li

doi:10.54097/ckehc558

Authors

Zhen Li

DOI:

https://doi.org/10.54097/ckehc558

Keywords:

Digital capability, Business model adaptation, Strategic orientation, Organizational inertia, Empirical research

Abstract

Against the backdrop of the booming digital economy, this study explores the impact mechanism of digital capabilities on business model adaptation based on the dynamic capability theory. Using SPSS 27.0 and Amos 24.0 software, we analyzed 463 questionnaire responses from companies in the manufacturing, electronic information, and retail industries. This study found that digital sensing capability, digital seizing capability, and digital transforming capability all have a positive impact on business model adaptation; strategic orientation plays a positive mediating role in the relationship between digital capabilities and business model adaptation; organizational inertia plays a negative moderating role in the relationship between digital capability and business model adaptation. The research results expand the relevant studies on the impact mechanism of digital capabilities on business model adaptation, enrich the application scenarios of dynamic capability theory, and provide important practical insights on how enterprises can leverage digital capabilities to promote business model adaptation, build competitive advantages, and foster value creation.

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