How firms drive innovation in digital transformation remains largely unanswered and this article is an attempt in that direction to deconstruct the digital innovation of small and medium-sized manufacturing enterprises (SMMEs) realizability condition and evolve the body of knowledge. We developed a TOE framework based on digital innovation theory to investigate the impact of the configuration effect of technology, organization and environment regarding the characteristic on a firm’s digital innovation. We performed fuzzy-set qualitative comparative analysis (fsQCA) on survey data collected from 141 SMMEs in China to examine configuration paths formed by different conditions. The results reveal that the success of a firm’s digital innovation practice is not driven by a single factor, but the result of multiple factors’ combined interaction, in which four sets of high digital innovation realization paths could be further summarized as “total factor driven”, “technology-environment oriented”, “organization-technology oriented”, and “organization oriented-environment”. These findings make sound theoretical and practical contributions to the usage of the TOE framework in the domain of developing a firm’s digital innovation. Bringing the SMMEs’ enlightenment is digital innovation, which is integral, systematic engineering, despite technology itself being the primary role of the whole process, more important is the organization’s agile strategy and digital positioning, as well as making full use of the advantages of the current environment for companies, thus better promoting the emergence and deepening digital innovation.

Purpose: Enterprises in the digital context attach importance to the participation of heterogeneous subjects in co-creation activities. As the core source of organizational innovation, employees are bound to assume responsibilities or provide role value in the process of digital innovation. While employee-driven digital innovation frameworks are being explored, together with research on employee innovation behavior mostly focusing on the “net effect” of single-level variables on outcomes.Design/methodology/approach: Following the interaction logic of employee level and organizational level, this study applies ability, motivation and opportunity (AMO) theory and fuzzy set qualitative comparative analysis to explore the influence of various digitization related factors' conditional configuration on employees' digital innovation behavior.Findings: The results indicate that type of “self-motivation with multiple supports”, “organization-driven with digital oriented” and “digital-driven with ambidextrous complementary” constitute the configuration that drives high digital innovation behavior, while type of “cognitive deficit with environmental slack” and “fuzzy motivation with opportunity misapplication” constitute the configuration that drives nonhigh digital innovation behavior.Originality/value: This conclusion enriches the theoretical research on digital innovation that regards individuals as action potentials and provides important guidance for how to cultivate and activate employees' digital innovation behaviors in management practice.

Given the overwhelming increase in the background of knowledge-based economy and cross-functional team, one of the critical challenges that stimulation of the team creativity face when trying to integrate members across different functions is the need to concern individual-team suitability and overcome differentiated knowledge representation. However, availability of person-organization fit is merely applied to organization s’ development at individual level. And the issue of how to enhance team creativity in the process of interactive coordination and knowledge sharing is largely understudied. Our study attempts to investigate the TMS links between the member-team fit and cross-functional team creativity, we introduce one of the individual self-concept as moderator variable in the above relationships. We have administered a survey design with 82 teams from 35 Sic-tech enterprises and employed the cross-level mediating model for data analysis. Results show that TMS served as a positive mediator between the cross-level relationships and a feasible path of moderated mediation has been explored. These findings indicates that in the formation of a cross-functional team creativity at the cross-level are important mechanisms to understand how the remarkable effects from the individual level are transmitted to the team level.