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Purpose This study aims to reveal the mechanism of CEO overconfidence in the digital transformation of specialized, refined, distinctive and innovative (SRDI) enterprises, thereby enriching research related to upper echelons theory and corporate digital transformation. Design/methodology/approach This study uses listed SRDI companies in China from 2017 to 2022 as a sample and adopts a fixed-effects regression model to analyze the direct, mediating, and moderating effects of CEO overconfidence on corporate digital transformation. Findings First, CEO overconfidence significantly promotes SRDI enterprises' digital transformation. Second, according to the “cognition-behavior-outcome” model, we found that entrepreneurial orientation plays a mediating role. Third, based on the principle of procedural rationality and the interaction perspective between the CEO and the executive team, we introduce the heterogeneity of the executive team as a moderating variable. Our findings indicate that age heterogeneity within the executive team has a negative moderating effect, whereas educational and occupational heterogeneities have positive moderating effects. Originality/value This study expands on earlier research that focuses primarily on CEO demographic characteristics. It enriches the analytical perspective of upper echelons theory on corporate digital transformation by analyzing the psychological characteristics of CEOs, that is, overconfidence and its mediating pathways. Moreover, this study goes beyond the previous literature that does not differentiate between CEOs and executive teams by introducing the concept of CEOs' interactions with the executive team and including the heterogeneity of the executive team as a moderating variable in the literature. Thus, continuing to deepen the application of upper echelons theory to corporate digital transformation. Additionally, this study contributes to the literature on the positive consequences of overconfidence.
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