本文从企业高管团队的内部结构入手，探究高管团队断裂带对企业数字化转型的影响。论文首先系统梳理了高阶梯队管理理论、团队断裂带、数字化转型等相关领域的文献，在此基础上分别从信息交流、协作行为和决策参与等角度深入分析了高管团队断裂带对企业数字化转型的影响机制，并形成了相应理论假设。同时，考虑到高管团队进行战略决策的具体情景，论文进一步从CEO的信息技术背景、数字化相关职务的设立及企业创新能力等维度探究了高管团队断裂带对企业数字化转型发生作用的边界条件，构建了上述因素的调节作用模型，并提出相应理论假设。

论文基于中国A股制造业上市公司2010-2021年的数据，对上述理论假设进行实证检验，并得出如下结论：（1）高管团队知识断裂带对企业数字化转型具有负向影响效应；（2）CEO的信息技术背景和高管团队数字化职务的设置会通过增进信息沟通、促进协作行为和提高决策参与度等机制促进行为整合，进而抑制上述负向效应；（3）企业创新能力能够缓解高管团队断裂带对企业数字化转型的负向影响。

一方面，本文结合高阶梯队、团队断裂带和行为整合的相关理论，以高管团队内部结构-高管团队知识断裂带衡量高管团队的特征，为高阶梯队管理理论的应用提供了新的思路；另一方面，本文扎根中国数字化情境，从高管团队断裂带这一视角切入，探究高管团队断裂带这一内部结构对高管团队一致性决策和行动的影响，丰富了数字化转型驱动因素的研究，是中国情境下高管团队行为研究的重要补充，为高管团队断裂带与企业数字化转型两个领域的研究搭建桥梁，是探究高管团队内部结构与企业数字化转型关系的初步探索。实践意义上，本文可以为高管团队的构成和建设提供有益的参考，企业可以通过聘用有信息技术背景的CEO，设置数字化相关职务和提高创新能力降低断裂带对数字化转型的负向影响，从而更好地推进企业数字化转型进程。

This paper starts with the internal structure of the enterprise's top management team, and explores the impact of the top management team faultlines on the enterprise's digital transformation. Firstly, the paper systematically combed the literature on high-order echelon management theory, team faultlines, digital transformation and other related fields. On this basis, it deeply analyzed the impact mechanism of TMT faultlines on enterprise digital transformation from the perspectives of information exchange, collaboration behavior and decision-making participation, and formed corresponding theoretical assumptions. At the same time, considering the specific situation of the top management team's strategic decision-making, the paper further explores the boundary conditions of the top management team's faultlines’ effect on the enterprise's digital transformation from the dimensions of the CEO's information technology background, the establishment of digital related positions, and the enterprise's innovation ability, constructs the moderating effect model of the above factors, and puts forward corresponding theoretical assumptions.

This article combines data on China's A-share market from 2010 to 2021. It tests the theoretical property and draws conclusions: (1) The knowledge faultlines of top management team has a negative impact on the digital transformation of enterprises; (2) The CEO's information technology background and the setting of digital positions in the top management team will promote behavioral integration through mechanisms such as enhancing information communication, promoting collaborative behavior, and increasing decision-making participation, thereby suppressing the aforementioned negative effects; (3) Enterprise innovation capability can alleviate the negative impact of the top management team faultlines on enterprise digital transformation.

On the one hand, this article combines the theories of high-order echelon management theory, team faultlines, and behavioral integration to measure the characteristics of the executive team using the internal structure of the executive team - the knowledge faultlines of the executive team, providing new ideas for the application of high-order echelon management theory; On the other hand, taking root in China's digital context, this paper explores the impact of the internal structure of the TMT faultlines on the consistent decisions and actions of the TMT from the perspective of the TMT faultlines, which enriches the research on the driving factors of digital transformation, is an important supplement to the research on the behavior of the TMT in China's context, and builds a bridge between the research on the TMT faultlines and the Digital transformation of enterprises. It is a preliminary exploration to explore the relationship between the internal structure of the top management team and the digital transformation of the enterprise. In a practical sense, this paper can provide a useful reference for the composition and construction of the top management team. Enterprises can reduce the negative impact of the faultlines on digital transformation by employing CEOs with information technology background, setting digital related positions and improving innovation ability, so as to better promote the process of digital transformation of enterprises.