Digital transformation of the business models of Chinese sporting goods enterprises in the post-COVID-19 era: a knowledge-management perspective

Purpose From a knowledge-management perspective, this paper aims to analyze the digital transformation of the business models of traditional Chinese sporting goods companies in the context of the pandemic crisis and to explore the role of their digital transformation in coping with the crisis. Design/methodology/approach Using theoretical sampling, typical sporting goods companies are selected for case studies. We provide an in-depth analysis of how these companies achieve high performance levels through the digital transformation of their business models in the post-COVID-19 era and discuss the key role of knowledge management in this achievement. Findings Focusing on the challenges faced by Chinese sporting goods enterprises during the pandemic crisis from the knowledge-management perspective, we find that through the digital transformation of their business models, enterprises can improve their knowledge-management capabilities, enhance their flexibility to respond to sudden crises and maintain a higher level of corporate performance. Research limitations/implications This paper has significant implications for sporting goods companies wishing to achieve high corporate performance through the digital transformation of their business models in the post-COVID-19 era. Future research should address the dynamic mechanism of the digital transformation of business models to improve enterprise knowledge-management capabilities and the impact mechanism of knowledge-management capabilities on interenterprise organizational resilience. Originality/value This paper proposes specific strategies in the process of the digital transformation of business models that are essential for improving enterprises’ internal and external knowledge-management capabilities.