Published
2026-11-04
Section
Articles
How to Cite
How digital transformation drives high-quality development in manufacturing: A case study of Supcon technology
Jiarui Chen
College of Economics and Management, Beijing Institute of Petrochemical Technology/Institute for Beijing Modern Industrial New Developed Area Research
Zitong Zhou
College of Economics and Management, Beijing Institute of Petrochemical Technology/Institute for Beijing Modern Industrial New Developed Area Research
Yuxin Cao
College of Economics and Management, Beijing Institute of Petrochemical Technology/Institute for Beijing Modern Industrial New Developed Area Research
Xiting Cui
College of Economics and Management, Beijing Institute of Petrochemical Technology/Institute for Beijing Modern Industrial New Developed Area Research
Jingchu Zhang
College of Economics and Management, Beijing Institute of Petrochemical Technology/Institute for Beijing Modern Industrial New Developed Area Research
Lin Yang
College of Economics and Management, Beijing Institute of Petrochemical Technology/Institute for Beijing Modern Industrial New Developed Area Research
DOI: https://doi.org/10.59429/paat.v8i3.15711
Keywords: digital transformation; high-quality development; manufacturing enterprises; financial performance; audit risk; Supcon technology
Abstract
Digital transformation (DT) is now a principal route by which manufacturers pursue high-quality development, yet how it works at the firm level, above all from accounting and auditing angles, is still underexplored. Taking Supcon Technology, a leading process-industry intelligent-manufacturing firm, as a case, this paper builds a two-tier framework that runs from the drivers of transformation through five dimensions of high-quality development to the financial and auditing effects that follow. The case shows that, under combined technological, organizational, and environmental pressures, Supcon moved through informatization, digitalization, intelligentization, and ongoing expansion, and built a digital base organized around AI and data. Performance improved across all five dimensions examined, namely profitability, growth, operating efficiency, innovation, and sustainability. The transformation also reshaped financial management, tightened internal control and disclosure, and introduced audit risks that had not previously arisen. The findings extend work on the microeconomic consequences of DT and speak to transformation decisions, the changing role of accountants, and the prevention of audit risk.
References
[1] Tornatzky, L. G., & Fleischer, M. (1990). The Processes of Technological Innovation. Lexington, MA: Lexington Books.
[2] Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
[3] Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press.
[4] Wu, F., Hu, H., Lin, H., & Ren, X. (2021). Corporate digital transformation and capital market performance: Evidence from stock liquidity. Management World, 37(7), 130–144.
[5] Wu, C., Wang, F., & Lyu, Y. (2024). Research on the impact mechanism of digital transformation on total factor productivity of manufacturing enterprises. Journal of Quantitative & Technological Economics, 41(3), 89–106.