Employee Reactions Toward Change in Digital Transformation: The Role of Human Resource Attribution and Paradoxical Leadership

ABSTRACT Digital human resource management (HRM) is a crucial component of organizational digital transformation. However, it is unclear whether and how digital HRM will impact employee cognitive and behavioral reactions during this process. In recognition of the effect of digital HRM, this study deployed HR attribution theory and conducted a two‐stage survey involving 137 senior managers and 1157 employees from 150 companies undergoing digital transformation to explore the mechanisms and boundary conditions of digital HRM on employee reactions to change. This study also provides new insights for managers seeking to motivate employee supportive behaviors toward organizational digital transformation.