Digital transformation and employee outcomes during crisis: moderating effects of CEO's challenging work experience and digital transformation strategic orientation

초록

This study examines how digital transformation influences employees' work-related outcomes during the crisis and when the effects of technology use are contingent on contextual factors. Drawing on the Job Demands-Resources model and Conservation of Resources theory, we theorize that technology use during crises can shape employees' negative attitudes and behaviors, whereas chief executive officer's (CEO) challenging work experience and firm's digital transformation strategic orientation can buffer these adverse effects. Based on data from 947 employees nested in 46 subsidiary firms, our multilevel analysis reveals that the technology use is negatively related to affective commitment, psychological safety, and change-oriented organizational citizenship behavior. However, the negative effects tend to be less severe when the firm's CEO has more challenging work experience and when the firm demonstrates a stronger digital transformation strategic orientation. Our findings suggest that internal and external contexts jointly determine the impact of new and advanced technology usage.

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