Impact of individual unlearning on employees' behavioral resistance to digital transformation

In business sector-led digital tran sformation, a critical question is how to weaken employees' behavioral resistance through interventions. However, existing literature rarely studies this issue by taking individual unlearning as an intervention. Thus, this study constructs a research model based on the cognitive model of empowerment (CME) to examine the impact of individual unlearning on employees' behavioral resistance to digital transformation and the contingent role of critical reflection. Results of 451 valid questionnaires from China show that individual unlearning weakens behavioral resistance to digital transformation through the chain mediating effects of affective conflict and self-efficacy with digital technology (DT), and affective conflict and personal innovativeness with DT. Moreover, critical reflection negatively moderates the relationships between cognitive conflict and personal innovativeness with DT, and between affective conflict and self-efficacy/personal innovativeness with DT. These findings extend the existing research on unlearning, digital transformation and their relationship, and the application of CME. This study also enriches the meaning of knowledge conflict by extending it across organization and individual levels and across business and digital knowledge systems in the digital transformation context. Lastly, findings provide theoretical and practical implications for enterprises to promote business sector-led digital transformation.