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Top1. Introduction
As an important basic and strategic pillar industry, the efficiency and service level of logistics industry have a significant impact on the enhancement of industrial production and marketing (Kent & Flint, 1997; Sven & Eric, 2020; Tracey, 1998). The deep integration of logistics industry and manufacturing industry is a strategic and inevitable trend under the background of digital economy on global markets (Weyer et al., 2015). Logistics enterprises need to achieve transformation and upgrading to enhance the level of performance and better service quality in the atmosphere of logistics 4.0, such as by way of realizing the whole digital process, advancing the railways, highways, waterways and other shipping documents electronically and sharing mutual recognition, providing “one-stop” logistics services of entire monitoring and traceability, encouraging all kinds of enterprises to accelerate the differentiated development of logistics information platforms, strengthening the mutual recognition of logistics-related management information of all departments, and building an open sharing mechanism of comprehensive transportation logistics data resources (Hoa, Krommenacker & Charpentier, 2016; Rai, Patnayakuni & Seth, 2006). Until 2020, logistics cost in China is still a big challenge for the overall economy. It is nearly twice as high as in developed countries. Annual production and living materials in China worth of nearly 300 trillion RMB operate under the environment of low flow and high logistics costs, seriously restricting the market competitiveness of manufacturing industry and is one of the obvious disadvantage for the substantial economy to achieve high-quality development.
Due to the extensive use of digital technology, a lot of logistics infrastructure becomes increasingly complex, including not only the form of physical assets, but also computing and network resources (Gunes et al., 2014; Lu, 2017; Sultana et al., 2021). This situation encourages distributed and collective innovation of new technologies and services (Adrodegari, Pashou & Saccani, 2017; Colm, Ordanini & Bornemann, 2020; Lamba & Surya, 2017; Maestre-Gongora & Bernal, 2019), becomes the driving force of transition to digitalization and servitization for logistics enterprises and relates to the integration of humans and the environment for sustainability. Existing research on infrastructure digital transformation to improve firm service performance and operation performance mainly focus on the application of digital technology indicators and have achieved some significant conclusions (Binti Aminuddin et al., 2016; Kohtamäki, 2015; Sklyar et al., 2019). As security risks proliferate during the process of digital infrastructure transformation, the boundary of the security risk continues to expand, this led to the related researches about infrastructure based on the base and foundation has been hard to ignore the integrity of security risk and its governance problem (Choudhuri et al., 2021; Jean et al., 2020). However, few studies have linked adaptive digital governance to infrastructure digital transformation together. The possible driving force of digital governance can be brought into the action path of infrastructure digital transformation, to have a deeper understanding of the complex relationship between digitalization, servitization and service quality and avoid the negative cycle brought by the servitization paradox and digitalization paradox to the greatest extent (Gebauer et al., 2010; Rachinger et al., 2019).