How Digital Competence, Self-Efficacy, and Perceived Organizational Support Shape Innovative Work Behavior: A Social Cognitive Approach
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Abstract
In global digital transformation, R&D companies face unprecedented pressure to innovate. Guided by Social Cognitive Theory, this study explores the complex interactions among digital competence, self-efficacy, perceived organizational support, and innovative work behaviors among employees in Chinese R&D companies. Using a quantitative approach, data were collected from 405 employees and analyzed through structural equation modeling (SEM). The findings reveal that digital competence significantly enhances self-efficacy and perceived organizational support, directly contributing to employees' innovative work behaviors. Furthermore, self-efficacy and perceived organizational support independently mediate partially in this relationship, highlighting the interplay between individual competence, psychological dispositions, and organizational climate in driving innovation. This study extends prior research by offering novel insights into the critical role of digital competence in shaping innovation within R&D environments, particularly in industries undergoing rapid digital transformation. From a practical perspective, the findings suggest that organizations can foster innovation by implementing targeted training programs to enhance employees’ digital competence, boosting their self-efficacy, and strengthening organizational support mechanisms such as mentorship programs and incentive structures. By integrating these elements, R&D firms can build a more resilient and innovation-driven workforce in the digital era.
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