以骆驼集团为案例研究对象，采用单案例研究方法系统剖析其绿色转型过程，整合意义构建理论与资源编排理论，构建了“前摄型企业家精神—资源编排行动—绿色转型结果”的动态分析框架，并将绿色转型过程划分为3个阶段进行深入剖析。研究结果发现：①前摄型企业家精神在转型过程中呈现动态演化特征。在每个阶段，企业家通过对政策环境、技术前景及阶段性转型结果进行持续的意义构建，动态调适其“前瞻性洞察”与“危机意识”的认知组合，形成具有阶段特质的前摄型企业家精神内核。②在资源编排层面，骆驼集团对关键资源进行阶段性的结构化，并对核心能力进行持续捆绑，其资源利用模式依次经历了“生产资源嫁接式利用—业务间单向资源输送—业务生态资源整合”的三阶段跃迁。③前摄型企业家精神与资源编排行动之间存在双向互动机制：阶段性意义构建的结果为同期资源编排提供战略引领，而资源编排的成效则作为新的经验反馈，触发新一轮意义构建。二者共同驱动企业绿色转型沿着“制造绿色转型—业务绿色转型—生态绿色转型”的路径动态演进。

With Camel Group as the case, a single-case study method is adopted to systematically analyze its green transformation process, integrating the theory of sense-making and the resource orchestration theory to construct a dynamic analytical framework of “proactive entrepreneurship—resource orchestration actions—green transformation outcomes”, and dividing the green transformation process into three stages for in-depth analysis. The findings are as follows. First, proactive entrepreneurship exhibits dynamic evolutionary characteristics during the transformation process. At each stage, through continuous sense-making of the policy environment, technological prospects, and staged transformation outcomes, entrepreneurs dynamically adjust their cognitive combination of “forward-looking insight” and “crisis awareness”, forming a stage-specific core of proactive entrepreneurship. Second, at the level of resource orchestration, Camel Group progressively structures key resources and continuously bundles core capabilities across stages. Its resource utilization pattern undergoes a three-stage transition: “grafting utilization of production resources”—“one-way resource transfer between businesses”—“business ecosystem resource integration”. Third, a bidirectional interaction mechanism exists between proactive entrepreneurship and resource orchestration actions: the sense-making outcomes of each stage provide strategic guidance for concurrent resource orchestration, while the effectiveness of resource orchestration serves as new feedback from experience, triggering the next round of sense-making. Together, these two forces drive the enterprise’s green transformation along the path of “manufacturing green transformation—business green transformation—ecosystem green transformation”.