Purpose Existing research remains scarce on how digital human resource management (HRM) influences employees' cognitive experiences through dual-path mechanisms (facilitating effects and inhibiting effects) and ultimately shapes differentiated innovative performance. This study aims to systematically examine the effects of this double-edged sword and its underlying mechanisms. Design/methodology/approach This paper develops an integrative theoretical framework based on the job demands-resources (JD-R) model to examine the dual effects of digital HRM on employee innovative performance. A three-phase survey was designed and 445 samples are analyzed. Findings The findings reveal that digital HRM positively influences employee innovative performance, and perceived usefulness of technology and job insecurity are two pathways. Furthermore, digital leadership positively moderates the relationship between perceived usefulness of technology and innovative performance while negatively moderating the relationship between job insecurity and innovative performance. Further analysis demonstrates that digital leadership strengthens the mediating role of perceived usefulness of technology and weakens the mediating role of job insecurity. Originality/value Grounded in the JD-R model, this study innovatively constructs an integrative theoretical framework to systematically investigate the direct impact of digital HRM on employee innovative performance, as well as the indirect effects of perceived usefulness of technology and job insecurity, while uncovering the pivotal moderating role of digital leadership in these dual pathways. The findings provide actionable insights for organizations to optimize HRM practices and enhance employee innovation in digital transformation.
Li et al. (Fri,) studied this question.