Abstract

Drawing on affordance theory, this study examines how digital technology affordance is translated into organizational performance through capability reconfiguration. Digital technology affordance is conceptualized through collaboration, organizational memory, and process management affordances, while capability reconfiguration comprises evolutionary and substitutive forms. Using survey data from 362 Chinese firms and PLS-SEM, the results show that digital technology affordance directly improves organizational performance and promotes both forms of capability reconfiguration, which partially mediate this relationship. Regional heterogeneity tests further indicate that the performance effect of evolutionary capability reconfiguration is stronger in Eastern China than in Central-Western China. This study clarifies the capability-based mechanism through which digital technology affordance creates organizational value.

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