Abstract
Digital transformation (DT) is increasingly central to corporate sustainability, yet prevailing research often frames its impact through the triple bottom line (TBL) or environmental, social, and governance (ESG) perspectives. However, these approaches tend to overlook governance as a dynamic mechanism that both shapes and is shaped by DT. Governance is not merely an enabler of DT but evolves alongside it, responding to its affordances and constraints. This study adopts a socio-technical perspective to examine the co-evolution of DT and governance in fostering corporate sustainability. Through an in-depth case study of a leading Chinese high-tech firm, the research develops a framework illustrating how this interplay reconfigures organisational practices to achieve economic, social, and environmental sustainability. The findings contribute to a more nuanced understanding of how firms can leverage DT for sustainable transformation. This study advances corporate sustainability literature by reconceptualizing governance as a dynamic, co-evolving force that shapes and is shaped by DT, rather than a static dimension. It also enriches the DT literature by developing a research framework that highlights the reciprocal relationship between DT and governance, offering both theoretical insights and practical guidance for firms aiming to leverage DT for sustainability transformation.