Survey study demonstrates non-linear impacts of digital transformation on dual innovation in enterprise employees, highlighting the mediating roles of approach and avoidance job crafting.
Digital transformation (DT) is a key driver of enterprise innovation, yet its impact mechanism on employees' dual innovation behaviour remains unclear. Based on the cognitive theory of stress, this paper explores the relationship between DT and employees' dual innovation behaviour. Data from 60 leaders and 406 matched employees in China's Yangtze River Delta region are analysed. The results demonstrate that DT has a U‐shaped relationship with employees' breakthrough innovation behaviour and an inverted U‐shaped relationship with employees' incremental innovation behaviour. DT promotes employees' breakthrough innovation behaviour and inhibits employees' incremental innovation behaviour through approach job crafting, whereas it promotes employees' incremental innovation behaviour and hinders employees' breakthrough innovation behaviour through avoidance job crafting. Moreover, perceived overqualification moderates the relationship between DT and approach/avoidance job crafting, and it further moderates the mediating effects of approach/avoidance job crafting in the relationship between DT and employees' dual innovation behaviour.
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Ma et al. (2026) studied this question.
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