Abstract: The digital economy systematically transforms corporate organizational forms through three intrinsic mechanisms. First, digital technology, leveraging the network effects of the platform economy and near-zero marginal costs, breaks through traditional organizational boundaries determined by transaction costs. Second, in highly uncertain environments, the core competitiveness of enterprises shifts from static resource control to dynamic capabilities that rapidly integrate knowledge to adapt to changes. Third, the layered modular production method evolves the internal division of labor into a “core-periphery” structure that transcends organizational boundaries, forming new platform-centric relationships of dominance and dependence. These mechanisms give rise to four key features of new organizational forms: division of labor transforming into a “networked division” centered on platforms and surpassing organizational boundaries; organizational structures tending toward flattening and granularity, composed of flexible self-organizing units; large-scale organizational models evolving from closed resource integrators to open platform-based ecological coordinators; and organizational relationships forming a “core-periphery” power structure centered around large platforms. To promote the transformation of corporate organizational forms and empower the development of the digital economy, it is essential to first strengthen digital infrastructure, providing technological support for organizational change; secondly, to enhance policy guidance for corporate digital transformation and organizational innovation; finally, to improve the governance system for the digital economy so as to regulate the development of the platform economy.

Key words: digital economy, organizational forms of enterprises, techno-economic paradigm, digital transformation