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The purpose of this paper is to discuss how enterprises can effectively perceive and use the digital opportunities brought about by digital technologies and dynamic environments and how they can enhance their capabilities to realize digital transformation and adapt to the development of the digital economy era.

Based on the windows of opportunity theory and strategic cognition theory, this paper conducts an empirical analysis of the questionnaire data of 268 enterprises and discusses the influence of external windows of opportunity and internal windows of opportunity on the digital transformation of enterprises, as well as the action mechanism of strategic cognition and entrepreneurship.

The results show that both the external windows of opportunity and the internal windows of opportunity have significant positive effects on the digital transformation of enterprises. Strategic cognition plays a partial mediating role in the external windows of opportunity and the internal windows of opportunity influencing the enterprise digital transformation process. Entrepreneurship plays a positive regulatory role in the process of external windows of opportunity and internal windows of opportunity influencing strategic cognition.

This paper deepens the relationship between internal and external windows of opportunity and enterprise digital transformation and contributes a new theoretical cognition. This paper integrates the strategic cognition theory to clarify the complex process mechanism of digital transformation using external situational opportunities and internal capabilities. This paper introduces entrepreneurship into the path mechanism of digital transformation and expands the characteristics of the study of digital transformation antecedents to the individual level within the enterprise.

This study aims to investigate how a firm’s sustainable competitive advantage is influenced by the combination of entrepreneurial ecological orientation, digital transformation and dynamic capabilities.

Based on the qualitative comparative analysis method, this study systematically explores the significant key conditions and configuration effects that affect the growth of sustainable competitive advantage. This study uncovers the causal relationship and complex mechanisms underlying the sustainable and unsustainable competitive advantages for new ventures, by examining the grouping effects of the above three factors – entrepreneurial ecological orientation, digital transformation and dynamic capabilities on those advantages.

A single factor fails to constitute a necessary condition for sustainable competitive advantage. Three types of configurations are beneficial to sustainable competitive advantage, namely, flexible and responsive type, dynamically adjusted type and type of opportunity resource integration, whereas four types of configurations lead to the unsustainable competitive advantage of new ventures, namely, type of organizational rigidity, informal entrepreneurial type, information-blocking type and technology-deficient type.

According to this study, adopting an entrepreneurial ecological orientation is a novel strategic move. This study offers an extensive review of three aspects of entrepreneurial ecological orientation, dynamic capacities and digital transformation and their mutually synergistic cascading effects on the sustainable competitive advantage of new ventures. This study investigates how three dimensions interact to achieve sustainable competitive advantage for firms, ultimately contributing to the study of sustainable competitive advantage strategies from an entrepreneurial ecosystem perspective.