Towards explaining the effects of the human-technology dynamic on human agency in digital transformations

The extant theorising of digital transformation has seldom focused on the human agency and how the human agency is affected by the dynamic of human-technology that entails social conflicts. To address this, we provide a complementary explanation of digital transformations grounded in socio-cognitive and role theories. We suggest that employees’ cognitions and behaviours influence digital transformations, but this relationship is dampened by conflicts arising from the dynamic of human-technology. Survey data from 256 participants involved in digital transformations in Australia was used to test the suggested relationships. The statistical findings confirm that employees’ cognitive trust is the driving mechanism that affects digital transformation both directly and indirectly through the innovative behaviour of employees. Role conflict was found to weaken the relationships between trust and innovative behaviour and trust and digital transformation. The empirical validation of the integrative socio-cognitive and role theorising of digital transformations—highlighting the potential social conflicts arising from the human technology interactions—has important theoretical and managerial implications for the strategic decision-making governing digital transformations.