Abstract
<title>Abstract</title> <p>Digital transformation is widespread in manufacturing, but digital infrastructure does not by itself produce sustainable organisational outcomes. This study asks how digital infrastructures reshape authority, resource allocation, incentives and accountability, and under what conditions these changes support sustainable organisational governance. A mechanism-focused single-case study of Haier Smart Home analyses 35 semi-structured interviews conducted between November 2025 and March 2026, together with annual reports, environmental, social and governance reports, and public corporate materials covering 2021–2025. The findings identify four interdependent mechanisms: dynamic strategic alignment, dynamic resource reconfiguration, user-value-based incentives, and platform governance through chain-group collaboration. These mechanisms show how data visibility and connectivity become consequential only when organisational rules redistribute decision rights, make capabilities mobile, link rewards to attributable user value, and coordinate internal and external actors. The study develops a socio-technical governance explanation of RenDanHeYi, using dynamic capabilities and platform and incentive governance as supporting lenses. It also identifies boundary conditions involving data quality, measurable feedback, task divisibility, employee acceptance, fairness, privacy and accountable human oversight. The case indicates that sustainable digital transformation depends on the joint redesign of technology, organisational authority and employment safeguards rather than technology adoption alone.</p>