工商管理学院知识库

随着知识经济的快速发展，全球正面临数字化转型的浪潮。这场巨浪使得商业环境变得更加多变且复杂，导致企业难以预测和应对竞争的威胁。特别是在中国，经济正在经历转型升级的关键时期，企业所面对的挑战也更为严峻。为了克服这些挑战，企业需要提升自身的灵活性和创新能力，以适应不断变化的环境。显而易见，我国现阶段的数字化转型进程已经迫在眉睫。在这一领域，文献整理主要集中于其对企业宏观层面的影响研究，而关于数字化转型与企业微观员工个人行为之间的研究成果则较为欠缺。员工在组织的发展中扮演着双重角色：他们是变革的推动者，同时也是变革的执行者。在企业追求转型和提升其生存能力、适应能力的过程中，员工的积极变革行为发挥了至关重要的作用。这种行为不仅是企业成功适应不断变化的市场环境的催化剂，而且是提高企业竞争力的关键因素。因此，本文研究数字化转型与员工主动变革行为之间的关系具有重要意义。

本文以社会认知理论和自我决定理论为基础，从个体和情境两个角度出发，剖析责任知觉、自我效能感在数字化转型和员工主动变革行为的关系中的链式中介影响，并探讨平台型领导在责任知觉、自我效能感与员工主动变革行为关系中的调节作用。通过构建一个被调节的链式中介作用模型，为理解和促进员工在数字化时代的主动变革行为提供了新的视角和理论依据。

本研究通过问卷调查收回344份有效问卷，再通过SPSS28.0和AMOS对数据进行处理，分析得出以下结论：（1）数字化转型对于员工主动变革行为产生了积极的推动作用；（2）在数字化转型和员工的主动变革行为之间，责任感知与自我效能感发挥链式中介作用；（3）平台型领导在责任知觉与员工主动变革行为之间起到正向调节作用，但在数字化转型与员工主动变革行为的关系中，平台型领导的调节效果并不明显。基于上述研究结果，本文提出了相关的对策建议，以期通过为企业增加员工的主动变革行为，从而获得变革发展的红利提供理论支持和实践指导。

With the rapid development of the knowledge economy, the world is facing a wave of digital transformation. This enormous wave is making the business environment more volatile and complex, making it difficult for companies to predict and respond to competitive threats. Especially in China, the economy is undergoing a critical period of transformation and upgrade, making the challenges faced by companies even more severe. To overcome these challenges, companies need to enhance their flexibility and innovation capabilities to adapt to the ever-changing environment. It is evident that the current stage of digital transformation in our country is imminent. In this field, literature mainly focuses on the impact of digital transformation on the macro level of enterprises, while research results on the relationship between digital transformation and the micro-level individual behaviors of employees are relatively lacking. Employees play a dual role in the development of organizations: they are both drivers and executors of change. In the process of enterprises pursuing transformation and enhancing their survival and adaptability, the positive change behavior of employees plays a crucial role. This behavior not only serves as a catalyst for companies to successfully adapt to the constantly changing market environment, but also a key factor in improving their competitiveness. Therefore, studying the relationship between digital transformation and employees' taking charge is of great significance.

Based on social cognitive theory and self-determination theory, this article analyzes the chain-mediated effects of perceived responsibility and self-efficacy on digital transformation and employees’ taking charge from the perspectives of individuals and situations. It also explores the moderating role of platform-based leadership in the relationship between perceived responsibility, self-efficacy, and employees’ taking charge. By constructing a moderated chain-mediated model, it offers a new perspective and theoretical basis for understanding and promoting employees’ taking charge in the digital era.

This study collected 344 valid questionnaires through a survey, processed the data using SPSS 28.0 and AMOS, and analyzed the following conclusions: (1) Digital transformation has a positive driving effect on employees' taking charge; (2) Between digital transformation and employees' proactive behavior for change, perceived responsibility and self-efficacy play a chain mediating role; (3) Platform leadership has a positive moderating effect between perceived responsibility and employees' proactive behavior for change, but the moderating effect of platform leadership in the relationship between digital transformation and employees' proactive behavior for change is not significant. Based on the above research results, this article puts forward relevant countermeasures and suggestions to provide theoretical support and practical guidance for companies to increase employees' proactive behavior for change and obtain the dividends of transformational development.