In the digital era, strategic intrapreneurship is crucial for the transformation and upgrading of large enterprises. However, further research is needed on how to drive strategic intrapreneurship through organizational form transformation. This paper, based on a longitudinal case of Haier Group, introduces organizational boundary theory to explore the process mechanism of organizational form transformation driving strategic intrapreneurship. The findings reveal that: (1) The process mechanisms can be conceptualized as three stages of dynamic evolution of organizational boundaries: efficiency boundary optimization, capability boundary reengineering, and power boundaries crossing, each corresponding to specific organizational form transformation; (2) At each stage, the connotations, objects, and roles of boundaries exhibit distinct characteristics. Boundary participants interact with efficiency, capability, and power boundaries via three digital boundary objects: informational-oriented business, capability-oriented resources, and ecology-oriented capabilities, assuming the respective roles of “information hub”, “resource matcher”, and “collaborative co-creator” to fulfill their functions; (3) The two-dimensional objectives of strategic intrapreneurship (opportunity-seeking and advantage-seeking) exhibit dynamic equilibrium relationships of “inducement”, “reciprocal shaping”, and “feedback” in three respective stages. This research not only enriches the process research of strategic intrapreneurship, but also extends organizational boundary theory, providing managerial insights for large enterprises in exploring sustainable growth in the digital era.