The promotion of platform transformation in manufacturing enterprises has emerged as a pivotal focus in contemporary theoretical and practical discourse. The rapid evolution of digital technologies has catalyzed a new era of transformation for manufacturing enterprises, with platform-based business models becoming a central theme in both academic research and industrial practice. Platform transformation, characterized by the shift from traditional linear value chains to interconnected, ecosystem-driven models, has become a critical strategy for enhancing competitiveness and fostering innovation. However, despite the growing scholarly and practical interest in this domain, existing studies have predominantly focused on the optimization of digital tools or the technical dimensions of digital empowerment, often neglecting the broader organizational and ethical considerations that underpin high-quality platform transformation. This gap in the literature highlights the necessity for a more comprehensive understanding of the factors that facilitate successful platform transformation in manufacturing enterprises.

To address this gap, this study introduces the concept of Corporate Digital Responsibility (CDR) as a novel theoretical lens, grounded in the principles of technology ethics. CDR refers to the ethical and responsible utilization of digital technologies by enterprises, encompassing key principles such as data privacy, transparency, and accountability. By integrating CDR into the analytical framework, this paper seeks to investigate how digital responsibility, in conjunction with effective data resource management and digital interaction, influences the platform transformation of manufacturing enterprises. Through a structured questionnaire survey, the study empirically examines the relationships between these variables and their impact on platform transformation.

The findings demonstrate that CDR plays a significant and positive role in facilitating platform transformation. Enterprises that prioritize digital responsibility are more likely to establish trust with stakeholders, foster collaborative ecosystems, and generate sustainable value through their platforms. Furthermore, the study identifies two critical mediating mechanisms in this process: digital interaction and data resource integration. Digital interaction, defined as the seamless exchange of information and collaboration among platform participants, enhances the operational efficiency and effectiveness of platform ecosystems. Data resource integration, on the other hand, enables enterprises to leverage their data assets more strategically, driving innovation and informed decision-making. Both mechanisms are shown to amplify the positive effects of CDR on platform transformation. Additionally, the research underscores the moderating role of an enterprise’s culture of "science and technology for good." This cultural orientation, which emphasizes the ethical and socially beneficial application of technology, strengthens the relationship between CDR and platform transformation.

The theoretical contributions of this study are threefold. First, it introduces CDR as a novel research perspective within the context of platform transformation, enriching the literature on digital responsibility and its implications for organizational change. Second, it proposes a comprehensive theoretical framework that elucidates the mechanisms through which CDR influences platform transformation, thereby advancing scholarly understanding in this domain. Third, it highlights the importance of an enterprise’s cultural orientation toward technology ethics, offering new insights into the role of organizational culture in digital transformation. Moreover, the findings emphasize the necessity of robust data resource management and enhanced digital interaction capabilities, which are critical for realizing the full potential of platform-based business models. For policymakers, the study provides actionable recommendations for developing technical standards and regulatory frameworks that support the responsible use of digital technologies, thereby fostering an enabling environment for sustainable platform transformation.

In conclusion, this study addresses a critical gap in the literature by exploring the role of CDR in promoting high-quality platform transformation in manufacturing enterprises. By integrating technology ethics with practical insights, it provides a holistic framework for understanding and advancing platform-based business models in the digital age. Future research could build on these findings by investigating the long-term impacts of CDR on organizational performance and examining its applicability across diverse industries and cultural contexts.