In the context of the digital economy, establishing close strategic partnerships to cope with market uncertainties is an important strategic choice for firms seeking to achieve sustainable development in developing countries, particularly in Eastern culture. However, research on how strategic partnerships affect enterprise performance remains controversial. To address this issue, based on the supply chain management practices of Chinese enterprises in the era of the digital economy, and according to resource dependence theory, social network theory, and transaction cost theory, a chain multiple intermediary model was constructed and 243 Chinese enterprises information was collected for an empirical test. The results show that strategic partnership has a significant direct positive impact on information sharing, supply chain flexibility, and enterprise performance. Information sharing has a significant direct positive impact on enterprise performance and plays a partial mediating role between strategic partnership and enterprise performance. Supply chain flexibility was also found to positively impact enterprise performance and plays a partial mediating role between strategic partnership and enterprise performance. The findings also showed that information sharing and supply chain flexibility play a chain mediating role between strategic partnership and enterprise performance. This study explores the effects of strategic partnership on enterprise performance, which provides an important supplement to theoretical studies of supply chain management. The results help provide targeted solutions on how to effectively implement supply chain management for enterprises in emerging and developing nations.

New ventures have stronger learning motivation but higher failure rates. In the era of the digital economy, it is necessary to clarify whether and how learning orientation gives scientific guidance for new ventures. We developed a chain multiple intermediary model following the paradigm of “orientation → capability → performance,” which was empirically analyzed using data from 214 Chinese new ventures. The results show that learning orientation not only has a direct positive impact on new venture performance (NVP) but also has an indirect positive effect through the chain-mediating effect of absorptive capacity and innovation capacity. The study advances theoretical understanding of the effect and path of learning orientation on NVP, fosters in-depth research on organizational learning and dynamic capability, and provides targeted organizational learning solutions for new ventures in emerging economies.