Research on the Influencing Factors and Configuration Paths of Employees’ Behavioral Support for Digital Transformation

Abstract

Digital transformation is a crucial strategic decision for achieving sustainable development. It emphasizes disruptive upgrades in production, operations, and management thinking, thereby infusing vitality into long-term corporate sustainability. While extensive research has explored digital transformation drivers, the role of employees is often overlooked. To address how to activate employees’ behavioral support for digital transformation, this study first identified antecedent conditions of employees’ behavioral support for digital transformation through content analysis within the AMO framework. Subsequently, by combining NCA and fsQCA methods, the study explored the impact of coupling antecedent conditions on behavioral support for digital transformation. The findings are as follows. First, a single factor does not constitute a necessary condition for high behavioral support for digital transformation. Second, there are four configurations that cause high behavioral support for digital transformation: “motivation-driven and leadership-supported”, “experience-led and motivation-driven”, “efficacy-dominated and opportunity-empowered”, and “individually-driven and opportunity-enabled”. Third, learning goal orientation and perceived usefulness are important for activating high behavioral support for digital transformation. This study can provide insights to inspire employees’ support for digital transformation, facilitating corporate digital transformation and further achieving sustainability.