Abstract Technostress has become a significant challenge in digital workplaces, potentially affecting employees’ well-being and productivity. This study investigates the presence of technostress in a railway transportation company, focusing on digital overload and knowledge hoarding. It also examines how organizational trust supports knowledge sharing and helps employees adapt to technological challenges in the workplace. A quantitative survey was conducted among railway employees who regularly use IT tools in their daily work. The study applied descriptive statistics, cross-tabulation analysis, correlation analysis, and cluster analysis. No regression modeling was performed, as the aim of the empirical analysis was exploratory and relationship-oriented rather than model estimation. The findings indicate that digital overload and knowledge hoarding represent the most prominent sources of technostress in the examined organization. Demographic factors show only a limited influence on technostress perceptions, while organizational trust plays an important role in supporting knowledge sharing and mitigating technostress. The results also reveal that employees place greater trust in human collaboration than in technological systems, although no significant distrust in technology was observed. The results suggest that organizations can reduce technostress by strengthening trust-based organizational cultures, promoting knowledge sharing, and implementing HR practices that support employees’ digital adaptation. Transparent communication, targeted training, and supportive leadership can contribute to improving employee well-being and managing technostress in digitally intensive workplaces. This study contributes to the literature on technostress by highlighting the interrelationship between technostress, organizational trust, and knowledge sharing in a railway industry context. The findings provide practical insights into how trust-based organizational cultures can support employees in coping with technological change and digital transformation.
BENCSIK et al. (Mon,) studied this question.