How does platform leadership promote employee commitment to digital transformation? — A moderated serial mediation model from the stress perspective

Abstract

Employee support is crucial for the successful implementation of enterprise digital transformation. Despite the complexity of digital transformation—which requires employees to move beyond established working habits and thinking patterns amid increasing digital job demands—strategies to foster employee commitment to such significant organizational change remain unclear. This study explores how platform leadership—which mobilizes resources to achieve “mutual success and common growth” among leaders, followers, and the organization—influences employee commitment to digital transformation. Drawing on the transactional theory of stress and symbolic interactionism theory, this study proposes that platform leadership helps employees perceive digital transformation-related stress as a challenge, motivating them to engage in learning activities to meet new job demands. Consequently, employees develop greater commitment to digital transformation. Furthermore, employees’ workplace status strengthens the relationship between learning and commitment to digital transformation. Study 1, based on a multi-wave survey of 222 employees, supports these hypotheses. Study 2, using fuzzy-set qualitative comparative analysis of 225 employee responses, highlights the complex interplay among key variables. The findings suggest that organizations can drive digital transformation through platform leadership and employee engagement in learning initiatives.