Leveraging the impact of digital transformation on organisational commitment

Abstract

While it is true that utilising technology and forging a new corporate identity are essential to maintaining competitiveness in the digital business world, these presumptions have mostly addressed operational performance and have ignored the effects on the workplace and workforce. Organisations are investigating determinants of commitment because of the difficulty in attracting workers in the context of digital transformation. The primary reasons that link employees to an organisation require more investigation. By putting forth a model in which digital leadership and an atmosphere of continuous learning mediate the impact of digital transformation capabilities on organisational commitment, this study aims to further understanding on this individual frontier. An empirical investigation conducted across India to test our hypothesis reveals the influence of both mediators. The document so adding to the body of research on IS by highlighting the function of two mediators in fostering organisational commitment. These findings also point to a new direction for digital transformation research by paving the way for further investigation and establishing a new frontier at the person level. This research has a theoretical framework with extra contextual assumptions based on the three-component model of commitment(Meyer & Allen, 1984). Employees' psychological attachment to their employer, known as organisational commitment, frequently influences their behaviour and actions. How much an employee identifies with the company and how attached they are to it emotionally affects how motivated they are to uphold the culture and aims of the organisation.