In the context of China’s “dual carbon” strategy, building materials enterprises (BMEs) are in a critical period of digital and green transformation. Their diverse ownership structure and complex industrial types make them important objects of research. To address gaps in the existing literature, particularly regarding executive cognitive structure segmentation, ecological scenario (ES) influence mechanisms, and enterprise heterogeneity, this study uses Chinese BMEs as samples and incorporates industry characteristics, such as strong policy-driven conditions, a complete industrial chain, and diverse ownership types, to explore the relationship between executive cognition, ability reconstruction, and digital green innovation (DGI) performance (DGIP). Executive cognition is conceptualized through two dimensions: environmental protection cognition and digital intelligence cognition (DIC). A comprehensive test is conducted using fuzzy set qualitative comparative analysis (fsQCA). The results show that (1) both executive cognition and capability reconstruction (CR) significantly promote DGIP, and executive cognition has a positive effect on CR; (2) competency reconfiguration plays a mediating role in the influence of executives’ cognition on innovation performance, with the ES having a positive moderating effect on the relationship between the two types of cognitive role competency reconfiguration; (3) the influence of executive cognition varies depending on the nature of the enterprise and the industry; and (4) three types of performance improvement paths emerge: environmental-cognition-driven, cognitive ability connection, and ES-guided paths. The research’s contributions include (1) dividing executive cognition into two dimensions to enrich its conceptualization; (2) introducing the ES to reveal the dynamic mechanisms of cognition–ability–performance; and (3) conducting a heterogeneity analysis based on the nature of enterprises to deepen insights into paths of differentiated influence. This study provides a theoretical basis and practical inspiration for BMEs to enhance their DGIP.

Digital–real economy integration constitutes a critical strategic pathway for enhancing supply chain resilience and safeguarding industrial security. This paper takes the listed companies on the Shanghai and Shenzhen A-share markets from 2010 to 2024 as samples to examine the effect and internal mechanism of the integration of digital–real economies on the supply chain resilience of enterprises. The results show that: (1) Digital–real integration significantly enhances corporate supply chain resilience; (2) mechanism test results indicate that information transparency, supply chain diversification, talent capital and enterprise credit respectively perform the functions of chain stabilization, complementarity, extension and strengthening, which act as critical pathways for improving supply chain resilience; (3) complementary analyses reveal a robust three-way synergy among market efficiency, governmental capacity, and digital–real integration—jointly enhancing corporate supply chain resilience; (4) the promoting effect of digital–real integration on supply chain resilience shows heterogeneity and is more significant in samples of private enterprises, small-scale enterprises, regions with higher external risks, and regions with better institutional environments. From a micro-level enterprise perspective, this study reveals the transmission channels and moderating effects of digital–real integration on supply chain resilience, to some extent addressing the limitations of existing research and enriching the theory of digital–real integration and supply chain resilience. Practically, it offers guidance for firms to enhance supply chain resilience through digital upgrading and multidimensional pathways, and to formulate differentiated strategies aligned with external market and government conditions.

Driven by the “dual carbon” goal and the strategy for cultivating new productive forces, China’s economy is undergoing a crucial transformation from high-speed growth to high-quality development. As a typical high-energy consumption and high-emission sector, the green and low-carbon transformation of the building materials industry directly affects the optimization of the national energy structure and the realization of ecological goals. However, traditional building material enterprises generally face practical challenges such as low resource utilization efficiency, insufficient digitalization and greening integration of the industrial chain, and weak green innovation momentum. The transformation actions of a single entity are difficult to break through systemic bottlenecks, and it is urgently necessary to establish a dynamic evolution mechanism involving multiple entities in collaboration. This paper aims to explore the evolutionary rules and stability of digital green (DG) transformation strategies of building materials enterprises (BMEs) under multi-agent interactions involving government, universities, and consumers. Centering on BMEs, a four-party evolutionary game model among the government, enterprises, universities, and consumers is constructed, and the evolutionary processes of strategic behaviors are characterized through replicator dynamic equations. Using MATLAB R2022 (Version number: 9.13.0.2049777) bnumerical simulations, this study investigates how key parameters, such as government subsidies, penalty intensity, and consumers’ green preferences, affect the transformation pathways of enterprises. The results reveal that the DG transformation behavior of BMEs is significantly influenced by governmental policy incentives and universities’ knowledge innovation. Stronger subsidies and penalties enhance enterprises’ willingness to adopt proactive DG strategies, while consumers’ green preferences further accelerate transformation through market mechanisms. Among multiple strategic combinations, active DG transformation emerges as the main evolutionarily stable strategy. This study provides a systematic multi-agent collaborative analysis framework for the transformation of BME DG, revealing the mechanisms by which policies, knowledge, and market demands influence enterprise decisions. Thus, it offers theoretical and decision-making references for the green and low-carbon transformation of the building materials industry.