How can enterprises enhance their digital innovation capability in the context of technological leapfrogging

Digital innovation capability is important for developing sustained competitive advantage, while its formation mechanisms have not been comprehensively explored. This paper integrates organisational learning theory, social network theory, and environmental adaptation theory to conduct empirical analysis using fuzzy set qualitative comparative analysis with 262 enterprises. The enhancement of digital innovation capability results from the synergistic interplay of various factors, including intra-organisational, extra-organisational, and inter-organisational elements, culminating in two distinct pathways to the same outcome. Among them, one pathway emerges through environmental adaptation, integrating 'organizational learning - institution-driven market - discontinuous technology'. While the other is facilitated by multi-party coordination, integrating 'knowledge search - network embeddedness - complementary dependence - discontinuous technology'. The above findings provide novel insights into the understanding of capability traps in digital innovation practices and offer practical guidance for enterprises aiming to enhance their digital innovation capabilities across varying contexts.