Ambidextrous Learning and Employee Job Performance in the Context of Digital Transformation Pressure

Lin Jing; Zhongwu  Li

doi:10.60027/iarj.2025.287121

ผู้แต่ง

Lin Jing National Institute of Development Administration (NIDA), Bangkok, Thailand https://orcid.org/0009-0001-2184-9252
Zhongwu Li National Institute of Development Administration (NIDA), Bangkok, Thailand https://orcid.org/0000-0002-8882-851X

DOI:

https://doi.org/10.60027/iarj.2025.287121

คำสำคัญ:

Digital Transformation, Ambidextrous Learning, Stress Percep, Competence Perception, Employee Job Performance

บทคัดย่อ

Abstract
Background and Aims: With the acceleration of digital transformation, organizations face increasing pressure that profoundly impacts employee performance. Particularly for non-technical roles, such as sales managers, adapting to technological changes introduces significant stress. Based on the Transactional Theory of Stress and the Ambidextrous Learning Theory, this research aims to explore how perceived digital transformation stress influences employee job performance through ambidextrous learning (exploratory and exploitative learning), while examining the moderating effect of competence perception.

Methodology: The study employs a quantitative research design using questionnaire surveys from 405 sales managers in digitally transforming enterprises. Structural Equation Modeling (SEM) and hierarchical regression analyses were conducted to test hypotheses regarding the relationships between digital transformation stress perception, ambidextrous learning behaviors, competence perception, and employee job performance.

Results: Findings indicate that employees' perceptions of digital transformation stress positively influence their ambidextrous learning behaviors. Specifically, higher stress perception drives employees toward both exploitative learning to optimize current skills and exploratory learning to embrace innovation. Ambidextrous learning significantly mediates the relationship between digital transformation stress perception and enhanced job performance. Additionally, competence perception significantly moderates the relationship between ambidextrous learning and job performance, with employees who perceive higher competence levels demonstrating greater resilience and improved outcomes.

Conclusion: Employees' perception of digital transformation stress critically shapes their learning behavior and job performance. Organizations should provide tailored training and psychological support to foster positive stress coping mechanisms, strengthen employees’ ambidextrous learning capabilities, and enhance competence perception, thereby ensuring sustained performance improvement during digital transformation.

Keywords: Digital transformation; Ambidextrous learning; Stress perception; Competence perception; Employee job performance

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