Digital transformation and employee thriving: a conservation of resources model of job crafting and positive emotions

Digital transformation and employee thriving: a conservation of resources model of job crafting and positive emotions | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Digital transformation and employee thriving: a conservation of resources model of job crafting and positive emotions Xiaogang Zhou, Zhaohui Wang, Mengyun Zhan, Jiexuan Wang This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-8374696/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract Amid accelerating digital transformation, organizational work patterns and employee competencies are undergoing systemic changes, making it crucial to understand how employees can thrive at work. Drawing on conservation of resources theory, this study proposes a moderated mediation model in which job crafting mediates the relationship between digital transformation and thriving at work, while positive emotions serve as a moderator. A three-wave time-lagged survey was conducted with 326 employees. Data were analyzed using structural equation modeling and bootstrap techniques to test the hypothesized relationships. Digital transformation significantly promotes employees’ thriving at work. It also facilitates job crafting behaviors, which partially mediate the effect of digital transformation on thriving. Furthermore, positive emotions significantly moderate this relationship—employees with higher positive emotions experience a stronger positive impact of digital transformation on thriving. These findings elucidate the mechanism by which digital transformation enhances employee thriving. The study highlights the importance of encouraging job crafting and supporting emotional well-being through flexible work design and personalized task assignment. These strategies can strengthen employees’ intrinsic motivation and engagement, ultimately promoting sustainable workforce development in digitally transforming organizations. digital transformation job crafting positive emotions thriving at work structural equation modeling Figures Figure 1 Figure 2 Figure 3 1 Introduction The Fourth Industrial Revolution has ushered in transformative digital technologies such as artificial intelligence and big data, reshaping business models and the nature of work worldwide. According to the World Economic Forum’s Future of Jobs Report 2025, employers expect a substantial share of workers’ core skills to change by 2030, with millions of jobs created and displaced in the process [ 1 ]. These shifts are driving sustained demand not only for digital capabilities but also for adaptive skills, highlighting the need for employees to continually update how they work. Against this backdrop, organizational digital transformation reorganizes roles, workflows, and resource configurations. Drawing on conservation of resources (COR) theory, we argue that employees’ proactive job crafting—encompassing task, cognitive, and relational changes—is a key mechanism through which digital transformation is converted into greater thriving at work, and that positive emotions strengthen this conversion. This evolving landscape places increasing pressure on employees to adapt to new technologies and continuously update their competencies, while organizations face mounting demands for structural and managerial change. Digital transformation has therefore become a strategic imperative for firms seeking to remain competitive, with empirical evidence showing that the external business environment shapes firms’ digital capabilities and strategic paths and enables organizational restructuring and operational innovation [ 2 , 3 ] As organizations undergo digital transformation, the alignment and enhancement of employee capabilities have become pivotal to successful change. Research shows that when organizations provide sufficient developmental and psychological support, employees are more likely to engage proactively, regulate their own behavior, and grow amidst uncertainty [ 4 ]. At the same time, employees are expected to move from passive executors to active change agents who master new technologies and continuously reconstruct their skill sets to meet evolving work demands. Yet many still struggle with technology adaptation, role redefinition, and navigating shifting resource conditions during digital transformation, raising the question of how employees can not only cope with these changes but also actively craft their work in ways that enable them to thrive. Consistent with this view, existing research indicates that organizational support and psychologically safe climates play an important role in how employees experience digital transformation, fostering enthusiasm, innovation, and adaptive performance while reducing change-related anxiety [ 5 , 6 ]. These insights underscore that employees’ psychological resources and organizational support systems are critical for successful digital transformation. In digital transformation contexts, employees may either thrive or derail as they adapt to new technologies and roles, which calls for greater organizational attention to their psychological experiences and adaptive mechanisms. Thriving at work has been defined as a dynamic psychological state characterized by sustained experiences of vitality and learning, which facilitate positive adaptation and growth in complex, fast-changing environments [ 7 ]. Meta-analytic evidence further shows that thriving depends on a combination of contextual resources, agentic behaviors, and personality traits, underscoring both the theoretical robustness of the construct and its applicability across diverse organizational settings [ 8 ]. Job crafting refers to employees’ proactive modifications of their tasks, cognitive framing, and interpersonal interactions to enhance perceived control and meaningfulness at work [ 9 ]. From a COR perspective, job crafting functions as a proactive resource-acquisition and resource-protection strategy that allows employees to build and maintain valued structural, social, and psychological resources. Prior research on basic psychological needs suggests that experiencing greater autonomy, competence, and relatedness constitutes a set of crucial psychological resources for motivation and well-being [ 10 , 11 ]. Taken together, these perspectives position job crafting—especially in digital transformation contexts—as a central adaptive mechanism through which employees respond to shifting resource conditions and translate digital change into greater thriving at work. Another critical factor is positive emotions, such as joy, enthusiasm, and satisfaction. From a COR perspective, emotional states represent an important form of psychological resource: when facing stress or uncertainty, individuals strive to accumulate and protect emotional and psychological capital [ 12 ]. Positive emotions broaden cognitive perspectives, build enduring personal resources, and buffer the negative impacts of change [ 13 ]. These affective states foster engagement, trust, and interpersonal connection, providing a foundation for effective behavior in digital environments. In digitally intensive workplaces, where employees frequently encounter technological disruption and role ambiguity, such emotional resources play a key role in shaping whether employees appraise digital transformation as a challenge to be mastered or as a threat to be avoided, and thus in influencing their subsequent adaptation and engagement. In this study, we therefore treat positive emotions not only as desirable outcomes of work experiences but as an emotional resource that conditions how effectively digital transformation can be converted into employees’ thriving—a boundary-condition perspective that extends prior work which has typically modeled positive emotions as antecedents of resource gain. Recent qualitative evidence from organizations undergoing digital transformation suggests that when companies promote learning opportunities, employee participation, and open communication, they can effectively activate employees’ positive emotional resources [ 14 ]. These positive emotions foster trust, belonging, and a sense of responsibility, which in turn promote engagement, proactivity, and readiness for change while reducing role ambiguity and perceived stress. In highly tech-intensive workplaces, such emotional activation provides essential psychological support for employees to proactively reshape their tasks and relationships and, ultimately, to thrive at work. Despite increasing scholarly attention to the human dimensions of digital transformation, current research often presents fragmented perspectives on how employees adapt and thrive in digitally evolving workplaces. For example, one study proposed a dual-path model in which digital transformation simultaneously promotes employee thriving and exacerbates job insecurity, mediated by resilience [ 15 ], but this framework focused on stress-buffering mechanisms and largely neglected proactive behaviors and affective responses. Another study demonstrated that empowerment processes activated by enterprise social media affordances can enhance employees’ sense of thriving, yet it did not include behavioral mediators such as job crafting or incorporate emotional dynamics [ 16 ]. Preliminary evidence also suggests that digital tools can foster positive emotions conducive to innovation [ 17 ]. However, affective mechanisms in digital transformation contexts more broadly remain under-theorized and are often disconnected from comprehensive adaptation models. Taken together, these studies highlight important factors such as empowerment, leadership, and emotion in digital settings, but they fall short of offering an integrative framework that simultaneously incorporates the contextual role of digital transformation, the behavioral role of employees’ proactive job crafting, and the emotional role of positive emotions in explaining how employees achieve thriving amid digital transformation. On this basis, we still lack a clear understanding of how employees can thrive rather than merely cope with digital transformation. In particular, we do not yet know through which behavioral mechanisms digital transformation contributes to employees’ thriving, nor under what affective conditions this process is strengthened or weakened. Accordingly, the present study examines whether digital transformation fosters employees’ thriving, whether job crafting explains how digital transformation is translated into thriving, and whether employees’ positive emotions amplify this process. Building on these insights, we conceptualize job crafting as the central behavioral mechanism through which digital transformation is translated into employees’ thriving at work. From a COR perspective, digital transformation is not a purely psychological phenomenon but a structural and technological reconfiguration of how work is organized, monitored, and coordinated [ 18 , 19 ]. Such changes reshape employees’ resource conditions by altering access to information, autonomy, and social support while simultaneously introducing new demands and uncertainties. Employees do not passively absorb these changes; rather, they engage in agentic behaviors—such as modifying tasks, reframing the meaning of work, and reshaping relationships—to restore resource balance and leverage new opportunities. These agentic adjustments are captured by job crafting and can be understood, from a COR standpoint, as a resource-acquisition and resource-protection strategy that individuals use when their work context is shifting [ 20 , 21 ]. Thriving at work, in turn, reflects a dynamic psychological state of learning and vitality that emerges from successful resource management over time [ 7 , 22 , 23 ]. In other words, digital transformation first triggers changes in the resource context, employees respond through job crafting to acquire and protect resources, and these resource gains subsequently give rise to experiences of learning and vitality. This logic positions job crafting as a more proximal, behavior-based mediator between digital transformation and thriving, rather than treating thriving itself as the mediator. To address these gaps, this study develops a moderated mediation model to investigate how digital transformation affects employees’ thriving at work, with job crafting as a mediator and positive emotions as a moderator. Drawing on COR theory, we conceptualize digital transformation as a contextual change in structural and technological resources and job crafting as employees’ agentic resource-management response. Building on prior research on basic psychological needs and work motivation, we further argue that positive emotions function as an emotional resource that conditions how effectively employees can convert digital transformation into thriving. This study makes three main contributions. First, it enriches research on digital transformation by focusing on thriving at work as a key employee outcome, thereby shifting attention from deficit-oriented indicators (e.g., stress, burnout, job insecurity) to a positive psychological state that is particularly relevant in fast-changing environments. Second, it identifies job crafting as a key behavioral pathway through which digital transformation enhances employees’ thriving, integrating job crafting and thriving research within a COR-based framework of “contextual resources → proactive behavior → psychological state.” Third, it advances affective perspectives on thriving by conceptualizing positive emotions as an individual-level boundary condition—rather than merely an antecedent or trigger—of resource acquisition, showing that the benefits of digital transformation for thriving are substantially stronger when employees experience higher levels of positive emotions. In doing so, the study offers an integrated explanation of how behavioral and emotional processes jointly shape employee thriving during digital transformation. The following sections present the hypotheses, research methodology, empirical findings, and theoretical and practical implications. 2 Theoretical Background and Hypotheses We organize the theoretical background around four core building blocks. First, drawing on COR theory, we conceptualize digital transformation as a contextual change in structural and technological resources that reshapes how work is designed and experienced. Second, we build on the job crafting literature to describe how employees proactively respond to such changes by altering the task, cognitive, and relational boundaries of their work. Third, we review research on thriving at work to position thriving as a dynamic psychological state of learning and vitality that reflects the outcome of successful resource management over time. Finally, we discuss positive emotions as an important form of emotional resource that can strengthen or weaken the extent to which employees convert digital transformation into thriving. We then integrate these streams into a COR-based framework in which digital transformation alters the resource context, job crafting represents employees’ agentic efforts to manage these changes, thriving constitutes the downstream psychological outcome, and positive emotions serve as an individual-level boundary condition of this process. 2.1 Digital Transformation and Thriving at Work Digital transformation refers to the systematic optimization and restructuring of organizational processes, business models, and work practices through the integration of various digital technologies [24]. From a COR perspective, such technology-enabled changes do not merely introduce new tools; they reconfigure the structural and technological resources that shape how work is organized and experienced. As organizations adopt intelligent systems, automate workflows, and digitize communication, employees encounter work environments that provide expanded access to information, collaboration opportunities, and flexible work arrangements, while simultaneously introducing new demands and uncertainties. In these digitally evolving contexts, employees are increasingly expected to play an active role in navigating transformation, deciding how to engage with new systems and how to leverage digital resources in their daily work. In digitally evolving workplaces, employees face ongoing adaptation demands as technologies, job roles, and performance expectations shift. From a COR perspective, such demands increase the risk of resource loss unless employees can access and mobilize sufficient structural, social, and psychological resources. Thriving at work—a dynamic psychological state characterized by concurrent experiences of vitality and learning [7]—is therefore more likely to occur when employees are able to offset potential losses by gaining new resources from digital transformation. When employees perceive technology-driven change as an opportunity to build skills, autonomy, and connections, they are more likely to thrive; when they perceive it as a threat to valued resources, thriving becomes less likely. Prior studies have begun to unpack how specific organizational practices shape employees’ resource experiences during digital transformation. For instance, digital human resource management can increase employees’ sense of benefit and mitigate feelings of deprivation, thereby boosting their enthusiasm and innovative intentions in transformation initiatives [5]. Digital leadership has been shown to enhance organizational resilience by motivating employees toward proactive behaviors and adaptive performance, particularly when supported by a positive organizational culture [6]. Organizational support factors—such as fair and challenging performance evaluations and a supportive climate—have also been found to alleviate employees’ change-related anxiety and promote active participation [25]. From a COR perspective, these practices can be viewed as bundles of structural, social, and psychological resources that influence whether employees experience digital transformation as an opportunity for gain or as a threat of loss, thereby shaping their potential to thrive. Digital transformation also enables organizations to empower employees structurally and psychologically through technology, thereby enhancing autonomy and access to key resources [26,27]. Digital empowerment has been conceptualized as comprising structural, psychological, and resource-based elements. Structurally, digital technologies can enhance organizational architecture, streamline workflows, dismantle information silos, and facilitate employees’ access to knowledge and collaboration. Empirical evidence indicates that such empowerment promotes transparency and collaborative innovation, leading to increased employee participation and improved open innovation performance [28], while also contributing to greater operational efficiency and organizational adaptability. In addition, deep digital integration allows employees to proactively access information and engage in cross-functional collaboration, and higher intensity of digital transformation has been shown to encourage collaborative helping behaviors as well as greater adaptability and confidence among employees [29]. From a COR perspective, these digitally enabled forms of empowerment expand employees’ resource reservoirs—such as autonomy, information, competence, and social support—which, in turn, create more favorable conditions for experiencing vitality and learning at work, that is, for thriving. Beyond these structural and psychological changes, digital transformation often alters how employees access resources through platform-based technologies, flexible work arrangements, and data-rich systems. Such digitally enabled access can strengthen employees’ perceived job autonomy and resilience during change. Empirical research shows, for instance, that job autonomy positively predicts thriving at work, and that mentoring relationships amplify this effect by providing additional social and developmental resources [30]. Taken together, this evidence suggests that when digital transformation expands employees’ structural, informational, and relational resources, it is more likely to create the conditions under which employees can experience vitality and learning at work. Overall, prior research portrays digital transformation as a double-edged context for employees. On the one hand, it can expand access to information, autonomy, and learning opportunities; on the other hand, it can blur job boundaries and increase uncertainty, potentially undermining well-being. From a COR perspective, whether employees thrive in such contexts depends on whether resource gains outweigh perceived threats of resource loss. Yet most empirical studies have treated digital transformation either as a distal predictor of thriving or as a broad contextual backdrop, without explicitly modeling the behavioral and affective processes through which employees manage resources during digital change. In particular, we know little about how employees’ proactive job crafting behaviors and their positive emotional resources jointly shape the extent to which digital transformation leads to thriving. Nevertheless, building on the resource-based reasoning reviewed above, we expect that digital transformation will, on net, be positively associated with thriving at work. We therefore propose the following hypothesis: H1: Digital transformation has a significant positive effect on employees’ thriving at work. 2.2 Digital Transformation and Job Crafting Building on prior conceptualizations, job crafting refers to employees’ self-initiated changes to the task, cognitive, and relational boundaries of their jobs [9, 31]. Task crafting involves altering the number, scope, or type of tasks to better fit one’s strengths and goals; cognitive crafting denotes reframing how one interprets the value or purpose of work; and relational crafting entails adjusting the scope and quality of workplace interactions. Together, these three forms of crafting capture employees’ proactive efforts to shape their work in ways that enhance perceived meaning, competence, and well-being. Empirical research shows that higher levels of job crafting are associated with greater work engagement, job satisfaction, and career adaptability [32, 33]. From a COR perspective, such proactive adjustments can be understood as resource-acquisition and resource-protection behaviors through which employees build and preserve valued structural, social, and psychological resources. At the level of specific dimensions, prior research has shown that cognitive and relational crafting are particularly important in contemporary, digitally mediated work. In collaborative digital settings, including human–service robot interaction, cognitive crafting—employees’ efforts to reinterpret and reframe their work—has been found to enhance psychological safety and creative adaptability [34]. Relational crafting, in turn, involves actively reshaping workplace interactions to build stronger social support and belonging, which is especially salient in flexible or remote work arrangements where social boundaries are more fluid and work relationships rely heavily on individual initiative [35]. From a COR perspective, these forms of crafting help employees build psychological and social resources that complement structural job resources, reinforcing their capacity to function effectively and maintain well-being in digitally transforming workplaces. Digital transformation creates conditions that are particularly conducive to job crafting by introducing advanced technologies, new coordination mechanisms, and more fluid role expectations. From a COR perspective, such transformations both expand and destabilize employees’ resource environments: they provide new tools, information channels, and collaboration opportunities, while simultaneously increasing ambiguity and change-related demands. To maintain and build their resource reservoirs, employees are therefore likely to respond by proactively adjusting the task, cognitive, and relational boundaries of their work. Recent evidence supports this view. For example, when organizations leverage information and communication technologies to optimize workflows and resource configurations, employees are more likely to modify tasks and redefine roles using digital tools, thereby enhancing job control, satisfaction, and adaptability [36]. Likewise, digital transformation has been shown to promote proactive job redesign—particularly in task and cognitive domains—by enabling employees to better align tasks, methods, and goals with their capabilities [37]. In this sense, digital transformation does not simply impose new routines on employees; it also opens up space for them to engage in job crafting as a strategy for acquiring and protecting valued resources. Beyond these structural and technological changes, the way digital transformation is led and implemented also shapes employees’ job crafting. In line with the above reasoning, recent studies of digital leadership in transformation contexts indicate that such leadership can foster employees’ job crafting, which in turn enhances their psychological safety and future orientation in the face of techno-stressors [38, 39]. From a COR standpoint, such leadership helps employees acquire and protect resources by encouraging them to proactively adjust their tasks, cognitions, and relationships rather than passively endure change. When digital transformation is implemented in a participative and need-supportive manner—for instance, by involving employees in technology-related decisions, clearly communicating the goals of digital initiatives, and providing adequate training and feedback—employees are more likely to perceive that they have influence over how new systems are used and that they can successfully master new tools. This supportive implementation climate strengthens their sense of autonomy and competence and, in turn, increases their willingness to engage in task, cognitive, and relational crafting to navigate digital change. Taken together, these findings suggest that digital transformation, especially when accompanied by empowering structures and leadership, stimulates employees’ job crafting as a core resource-management strategy in dynamic work environments. Based on this reasoning, we propose the following hypotheses: H2: Digital transformation has a significant positive effect on employees’ job crafting. H2a: Digital transformation has a significant positive effect on employees’ task crafting. H2b: Digital transformation has a significant positive effect on employees’ cognitive crafting. H2c: Digital transformation has a significant positive effect on employees’ relational crafting. 2.3 Job Crafting and Thriving at Work Building on prior work, thriving at work is understood as a positive psychological state characterized by concurrent experiences of learning and vitality that reflects employees’ successful management of work resources over time [7, 22, 23]. From a COR perspective, thriving emerges when individuals are embedded in resourceful work contexts and actively engage in behaviors that help them acquire, protect, and invest resources. Among these agentic behaviors, job crafting occupies a central position because it allows employees to proactively modify the task, cognitive, and relational boundaries of their jobs to improve fit and meaning. When employees have sufficient autonomy and access to work resources, they are more likely to engage in such crafting, which in turn can set in motion a reinforcing gain cycle in which resource accumulation fuels greater energy and learning, thereby sustaining thriving at work. Extending this COR-based view, job crafting can be conceptualized as a continuous and dynamic process of resource acquisition and regulation. Meta-analytic evidence shows that job crafting is shaped by individual characteristics such as intrinsic motivation and proactivity and is positively related to task alignment, resource utilization, job vitality, perceived achievement, and career adaptability [40]. Many of these outcomes—particularly sustained vitality, opportunities for learning, and personal growth—either overlap conceptually with thriving at work or provide the resource base from which thriving emerges. By continually adjusting job roles and cognitive framing, employees are better able to respond to evolving work environments, thereby supporting ongoing learning and performance in demanding settings. More fine-grained research that distinguishes task, cognitive, and relational crafting further supports this view. Job crafting across these three dimensions enables employees to reshape job content and meaning in ways that strengthen career identity and perceived value. For example, Nissinen et al showed that higher levels of task, cognitive, and relational crafting were associated with better person–job fit and greater work engagement, which in turn enhanced job satisfaction and organizational adaptability [41]. These findings are consistent with the idea that job crafting creates resource-rich, better-fitting roles that provide fertile ground for thriving at work. Beyond structural and behavioral dimensions, job crafting is also shaped by underlying motivational processes. Prior research on basic psychological needs and work motivation suggests that when organizational environments fulfill employees’ needs for autonomy, competence, and relatedness, employees are more likely to internalize work demands, develop intrinsic motivation, and express it through proactive behaviors such as job crafting, which in turn promotes thriving [10, 11]. Such need-supportive contexts thus provide important psychological resources that sustain employees’ motivation and enable positive adaptation in changing environments; in line with COR theory, these motivated, resource-rich employees are better positioned to experience ongoing learning and vitality even under the demands of digital change. Consistent with this view, numerous studies have shown that job crafting behaviors significantly enhance thriving through pathways such as increased positive emotions, higher work meaningfulness, and improved interpersonal relationships [42, 43]. By enriching job autonomy and work resources—defined as material and psychological supports that facilitate goal achievement, reduce job demands, and encourage personal development [44]—job crafting helps employees build and maintain resource reservoirs that sustain learning and vitality over time. Promotion-focused relational crafting, in particular, has been found to strengthen employees’ social connectedness and psychological well-being, thereby providing additional support for the role of job crafting in facilitating sustained thriving at work [45]. Taken together, prior research on job crafting and thriving yields three insights that are especially relevant for the present study. First, job crafting is more likely to occur in changing or resource-pressured work environments and functions as a resource-based adaptation strategy that helps employees maintain person–job fit and well-being [20, 43]. Second, thriving at work has been shown to depend jointly on contextual resources and agentic behaviors such as job crafting, supporting the view that thriving reflects the outcome of successful resource management in demanding settings [7, 22, 23]. Third, meta-analytic evidence indicates that job crafting is associated with a range of positive outcomes, including engagement, satisfaction, and adaptability, but most studies have examined these effects in relatively stable contexts and have focused on outcomes other than thriving [40]. As a result, we still know little about how job crafting operates as a mechanism through which large-scale contextual changes—such as digital transformation—are translated into employees’ thriving, and about the conditions under which this mechanism is more or less effective. Building on COR theory, and informed by research on basic psychological needs and work motivation, the present study addresses these gaps by examining job crafting as a central behavioral pathway linking digital transformation to thriving and by considering positive emotions as an individual-level boundary condition of this pathway. Based on the above theoretical analysis, we propose the following hypotheses: H3: Job crafting has a significant positive effect on employees’ thriving at work. H3a: Task crafting has a significant positive effect on thriving at work. H3b: Cognitive crafting has a significant positive effect on thriving at work. H3c: Relational crafting has a significant positive effect on thriving at work. 2.4 Mediating Role of Job Crafting In the context of ongoing digital transformation, job crafting serves as a key behavioral mechanism through which resource changes in the work environment are translated into employees’ thriving at work. As argued above, digital transformation reconfigures structural, social, and informational resources; conservation of resources (COR) theory suggests that individuals respond to such shifts by investing effort in behaviors that help them acquire, protect, and optimize resources. Job crafting—employees’ proactive reshaping of tasks, cognitions, and interpersonal relationships—is precisely such a resource-based adaptation strategy. Prior studies have shown that when employees have access to greater autonomy, perceived control, and social support, they are more likely to engage in job crafting, which in turn enhances engagement, satisfaction, and well-being [40, 42, 43]. These findings, together with COR’s emphasis on resource-driven adaptation, support the idea that job crafting occupies a mediating position between contextual resource changes triggered by digital transformation and the downstream psychological state of thriving. Complementing this COR-based reasoning, research in the job demands–resources tradition further shows that changes in available work resources are closely tied to employees’ motivation and self-initiated change behavior. When organizations provide sufficient task, developmental, and social resources, employees are more likely to mobilize these resources through proactive behaviors such as job crafting, which has been found to partially mediate the relationships between resources, engagement, job satisfaction, and performance [46, 47]. Organizational features such as leadership support, fair resource allocation, and timely feedback reinforce resource accessibility, buffer external stressors, and encourage employees to refine tasks, reframe their work cognitively, and redesign their relationships at work [48]. This body of evidence is consistent with our argument that digital transformation influences thriving primarily by reshaping employees’ resource context and, through that, stimulating job crafting as a mediating adaptation process. One may argue that the causal ordering could be reversed—that is, digital transformation might first shape employees’ psychological states, such as thriving, which then stimulate greater job crafting. We acknowledge that such reciprocal relationships are theoretically plausible, especially over longer time horizons, given evidence that thriving can promote proactive behaviors and resource-building efforts in gain spirals [7, 49]. Nonetheless, following COR theory, we conceptualize the primary causal chain as running from contextual resource changes to behavioral responses and then to psychological states [50]. As digital transformation alters the resource environment in which employees work, job crafting represents employees’ immediate, agentic efforts to manage these changes, whereas thriving reflects the accumulated psychological state that emerges from successful resource management. This conceptualization is also aligned with our three-wave research design, in which digital transformation was measured before job crafting and job crafting before thriving. In summary, we therefore treat job crafting as the proximal behavioral mechanism through which digital transformation promotes employees’ thriving at work. Based on this framework, the following hypotheses are proposed: H4: Job crafting mediates the positive relationship between digital transformation and employees’ thriving at work. H4a: Task crafting mediates the relationship between digital transformation and thriving at work. H4b: Cognitive crafting mediates the relationship between digital transformation and thriving at work. H4c: Relational crafting mediates the relationship between digital transformation and thriving at work. 2.5 Moderating Role of Positive Emotions Positive emotions such as joy, enthusiasm, and contentment are widely recognized as important psychological resources in the workplace. From a COR perspective, they form part of employees’ “resource caravans”: when facing stressors or environmental disruption, individuals strive to build and preserve not only material assets and social support but also emotional and psychological capital [50]. Positive emotions help employees regulate stress responses, maintain energy, and stay engaged during organizational change. Consistent with broaden-and-build theory, they broaden momentary thought–action repertoires and facilitate the development of enduring personal resources, including resilience, social connectedness, and problem-focused coping [13]. Recent work further suggests that such emotional resources buffer the negative effects of change-related uncertainty while supporting adaptive functioning and thriving at work [12]. In digital transformation contexts characterized by high technological demands and role ambiguity, employees with richer positive emotional resources are therefore better equipped to sustain vitality and learning than those with lower levels of positive emotions. A wealth of research on affect and work outcomes further underscores the importance of positive emotions as a resource. The “happy–productive worker” line of work shows that employees who experience more frequent positive affect tend to display higher levels of engagement and job performance [51]. Daily-diary evidence similarly indicates that day-to-day fluctuations in positive emotions are closely tied to momentary work engagement and energy, highlighting the dynamic role of affect in sustaining motivational states at work [52]. In the context of organizational change, employees are repeatedly confronted with technological updates, shifting roles, and heightened uncertainty, all of which can trigger stress and resistance. In this context, experiencing positive emotions at work fosters trust, belonging, and a sense of responsibility, which in turn facilitate adaptive and proactive behaviors. In digital transformation settings, this activation of emotional resources is likely to reduce perceived role ambiguity and stress and to provide a psychological basis for employees to engage in job crafting and to experience thriving. Evidence from digital‐transformation settings supports this reasoning. Qualitative research on organizations implementing new digital tools shows that when companies foster learning opportunities, employee participation, and open communication, employees report higher levels of positive emotions and are more willing to embrace technology-driven changes [14]. Similarly, survey evidence indicates that clear guidance, structured training, and psychological support during digital technology implementation reduce technology-related strain and increase employees’ positive affect and task engagement [53]. These findings suggest that positive emotions are not merely stable individual dispositions but can be actively cultivated through supportive practices in digital transformation, making them a plausible individual-level condition that shapes how strongly digital transformation translates into job crafting and thriving. Prior research grounded in broaden‐and‐build theory has predominantly conceptualized positive emotions as antecedents that trigger resource‐building cycles and proactive behaviors such as job crafting and work engagement, which in turn enhance well‐being and performance [52, 54]. In other words, positive emotions are usually treated as “engines” that initiate resource‐gain spirals. In the present study, however, we adopt a complementary, COR‐based perspective and examine positive emotions as a boundary condition that shapes how effectively employees can convert contextual digital resources into thriving. Digital transformation reconfigures structural, social, and informational resources, but whether these resources are interpreted as opportunities or threats—and thus whether they ultimately lead to thriving—depends partly on employees’ emotional states. When positive emotions are high, broadened thought–action repertoires and challenge appraisals of digital change [13, 55] should strengthen employees’ tendency to craft their jobs and to experience learning and vitality in response to digital transformation. By contrast, when positive emotions are low, the same digital changes are more likely to be experienced as overwhelming or threatening, dampening job crafting and weakening the positive impact of digital transformation on thriving. Conceptualizing positive emotions as this kind of boundary condition therefore extends existing research, which has largely modeled positive emotions as antecedents of resource gain, by specifying the emotional circumstances under which digital transformation is most likely to result in thriving. As a vital form of psychological capital, positive emotions help employees remain stable in changing environments while enhancing their sense of autonomy and control. In this study, we therefore conceptualize positive emotions not primarily as triggers of proactive behaviors, but as a personal resource that conditions how effectively employees can use the structural and technological resources afforded by digital transformation. When employees experience higher levels of positive emotions, they are more likely to appraise digital initiatives as meaningful and manageable, sustain motivation, and remain engaged in learning and adaptation; under low positive emotions, by contrast, the same contextual changes are more likely to be appraised as threatening, reducing the extent to which digital transformation is translated into thriving. Accordingly, we expect positive emotions to moderate the relationship between digital transformation and thriving at work, such that digital transformation will have a stronger positive association with thriving when employees experience higher levels of positive emotions. Based on this rationale, we propose the following hypothesis: H5: Positive emotions strengthen the positive effect of digital transformation on employees’ thriving at work; specifically, the positive relationship between digital transformation and thriving is stronger at higher levels of positive emotions. 2.6 Hypothesized Model In summary, this study proposes 14 research hypotheses involving digital transformation, employees’ job crafting behaviors, positive emotions, and thriving at work. Specifically, 9 hypotheses address the relationships among the independent variable, the mediating variable, and the dependent variable; 4 hypotheses focus on the mediating effects of job crafting; and 1 hypothesis concerns the moderating role of positive emotions. Based on these hypotheses, a conceptual model is constructed in which digital transformation serves as the independent variable, job crafting as the mediating variable, positive emotions as the moderating variable, and employees’ thriving at work as the dependent variable. The study’s theoretical framework is shown in Figure 1. 3 Research Methods 3.1 Sample and Procedure This study employed a questionnaire-based survey method to collect data. The primary participants were knowledge-based and technical employees from enterprises undergoing digital transformation in several provinces across China, including Jiangxi, Zhejiang, and Jiangsu. The sample comprised both state-owned and private enterprises, covering a wide range of employee roles and organizational levels. To ensure a representative and evenly distributed sample, a stratified sampling approach was adopted based on region and enterprise type. Organizations from different regions and ownership structures were selected, and questionnaires were distributed accordingly. This approach helped minimize variance across sampling strata and enhanced the overall representativeness of the data. To improve the quality and reliability of responses, all participants were provided with a standardized briefing on the key concepts used in the study—namely digital transformation, job crafting, positive emotions, and thriving at work—prior to completing the survey. Data were collected in three waves using time-lagged surveys between July and August 2024, with a two-week interval between each wave. At Time 1, 555 employees completed a survey measuring basic demographic information, perceptions of digital transformation within their organizations, and control variables. At Time 2, the same 555 individuals were re-contacted to assess job crafting and positive emotions, yielding 431 matched responses. At Time 3, 431 participants from the second wave were invited again to report their thriving at work, and 392 matched questionnaires were collected. After removing invalid responses, a total of 326 valid and fully matched responses across all three waves were retained, resulting in a final matching rate of 83.16%. This temporal separation is consistent with our assumption that digital transformation alters the work context first, job crafting and positive emotions constitute more proximal responses, and thriving at work emerges later as a psychological state. 3.2 Measures To ensure the reliability and validity of the questionnaire, this study adopted established scales validated in prior research. Minor wording adjustments were made to fit the work context of the respondents while preserving the core meaning of each item. 3.2.1 Digital Transformation The measurement of digital transformation was adapted from validated scales developed by Jiang et al. [56] and Chi et al. [57]. The instrument includes 6 items, such as “The organization simplifies business processes and improves operational efficiency by enhancing digital capabilities” and “The organization is integrating digital technologies to transform our business processes.” Responses were collected using a 7-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree), with higher scores indicating a greater level of digital transformation. 3.2.2 Thriving at Work Thriving at work was measured using the standard 10-item scale developed by Porath et al. [22], which has demonstrated solid psychometric properties in international studies. The localized Chinese version, validated by Zeng et al. [58], showed strong reliability in workplace contexts, with a Cronbach’s α of 0.88. Participants rated each item on a 7-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree), with higher scores indicating a greater level of thriving at work. 3.2.3 Job Crafting Job crafting was measured with the 15-item Job Crafting Questionnaire [31], comprising three dimensions—task crafting, cognitive crafting, and relational crafting (five items each). Items were rated on a 7-point Likert scale (1 = strongly disagree, 7 = strongly agree), with higher scores indicating greater engagement in job crafting. 3.2.4 Positive Emotions Positive emotions were measured using a revised version of the Positive and Negative Affect Schedule, originally developed by Watson et al. [59] and later adapted by Qiu et al. [60] for use with Chinese samples. This study selected 6 adjectives describing positive emotions. Respondents rated the extent of each feeling on a 7-point Likert scale ranging from 1 (very slightly or not at all) to 7 (extremely). Higher total scores indicate stronger experiences of positive emotions. 3.2.5 Control Variables To account for potential confounding influences on the hypothesized relationships, four demographic variables were included as controls based on prior research: gender, age, organizational tenure, and education level. 4 Reliability and Validity 4.1 Reliability Test Before conducting the main analyses, we examined the reliability and convergent validity of the four focal scales—digital transformation, thriving at work, job crafting, and positive emotions—using SPSS 26.0. All measures met conventional thresholds, with Cronbach’s alpha (α) values ≥ .80, composite reliability (CR) ≥ .70, and average variance extracted (AVE) ≥ .50. Specifically, digital transformation (six items) showed α = .940, CR = .941, and AVE = .729; thriving at work (ten items) showed α = .930, CR = .942, and AVE = .620; job crafting (fifteen items) showed overall α = .949, CR = .947, and AVE = .620; and positive emotions (six items) showed α = .947, CR = .947, and AVE = .750. At the facet level, task crafting, cognitive crafting, and relational crafting all exhibited good reliability, with α values of .891, .894, and .893, CR values of .886, .842, and .840, and AVE values of .610, .630, and .628, respectively. Taken together, these indices indicate that all measurement instruments used in this study exhibit satisfactory internal consistency and convergent validity. 4.2 Validity Test Using SPSS 26.0, we assessed data suitability for factor analysis with the Kaiser–Meyer–Olkin (KMO) measure and Bartlett’s test of sphericity. KMO values were .920 for digital transformation, .919 for thriving at work, .945 for job crafting, and .929 for positive emotions, all exceeding the .80 benchmark. Bartlett’s test was significant for every construct, p < .001, indicating that the correlation matrices were factorable for subsequent analyses. To establish discriminant validity, we compared five CFA specifications in AMOS 24.0 across six constructs: digital transformation, task crafting, cognitive crafting, relational crafting, positive emotions, and thriving at work. The single-factor model collapsed all six into one construct; the two-factor model separated digital transformation from a second factor combining the remaining variables; the three-factor model specified digital transformation, a combined factor for task–cognitive–relational crafting plus positive emotions, and thriving at work; the four-factor model specified digital transformation, a combined job-crafting factor (task, cognitive, relational), positive emotions, and thriving at work. The six-factor model, which treated all constructs as distinct, fit best with χ²/df = 1.815, RMSEA = .050, SRMR = .042, CFI = .950, TLI = .945, clearly outperforming the collapsed alternatives—for example, the four-factor model showed χ²/df = 2.823, RMSEA = .075, SRMR = .048, CFI = .885, TLI = .877, and the single-factor model showed χ²/df = 8.299, RMSEA = .150, SRMR = .131, CFI = .536, TLI = .509—with the two- and three-factor models falling in between but still below conventional thresholds. These results indicate good discriminant validity and an adequate measurement model. Because all variables were measured by self-report, we used both procedural and statistical remedies to address potential common method bias. Anonymity was ensured during data collection to reduce social desirability and evaluation apprehension. As a baseline, the six-factor measurement model—digital transformation, task crafting, cognitive crafting, relational crafting, positive emotions, and thriving at work—showed good fit with χ²/df = 1.815, RMSEA = .050, SRMR = .042, CFI = .950, and TLI = .945, supporting construct distinctiveness. Following the recommended latent method factor approach [61], we added a common method factor; model fit was virtually unchanged with χ²/df = 1.808, RMSEA = .050, SRMR = .045, CFI = .950, and TLI = .946. The changes were negligible—ΔCFI = .000, ΔTLI = .001, ΔRMSEA = .000, and ΔSRMR = .003—well below suggested cutoffs of .10 for CFI and TLI and .05 for RMSEA and SRMR, indicating that common method variance is not a serious concern. 5 Results 5.1 Correlation Analysis Having established reliable and valid measures, we proceeded to analyze the data and test the hypotheses. As shown in Table 1, digital transformation was positively and significantly correlated with thriving at work (r = .350, p < .001), as well as with the three dimensions of job crafting—task crafting (r = .315, p < .001), cognitive crafting (r = .285, p < .001), and relational crafting (r = .311, p < .001). Each dimension of job crafting also showed strong positive correlations with thriving at work (r = .642, r = .657, and r = .656, respectively, p < .001). In addition, digital transformation was significantly associated with positive emotions (r = .231, p < .001), and positive emotions were significantly correlated with all three dimensions of job crafting (r = .443, r = .486, and r = .519, p < .001) as well as with thriving at work (r = .360, p < .001). These results provide preliminary support for the hypothesized relationships. Table 1 Correlation Analysis among Variables Variable Names Digital Transformation Task Crafting Cognitive Crafting Relational Crafting Positive Emotions Thriving at Work Digital Transformation 1.000 Task Crafting .315*** 1.000 Cognitive Crafting .285*** .747*** 1.000 Relational Crafting .311*** .737*** .767*** 1.000 Positive Emotions .231*** .443*** .486*** .519*** 1.000 Thriving at Work .350*** .642*** .657*** .656*** .360*** 1.000 N = 326; *p < .05; **p < .01; *** p < .001 5.2 Main Effects Testing First, Model 1 was constructed using thriving at work as the dependent variable, digital transformation as the independent variable, and job crafting as the mediating variable (Fig. 2). The model fit indices indicate a good fit: χ²/df = 2.136, p < .001, RMSEA = .059, CFI = .939, IFI = .939, TLI = .933. Digital transformation had a positive direct effect on thriving at work (β = .115, p = .012), supporting Hypothesis H1. Additionally, digital transformation positively predicted job crafting (β = .366, p < .001), supporting Hypothesis H2. Job crafting significantly predicted thriving at work (β = .778, p < .001), supporting Hypothesis H3. Next, Model 2 was constructed to test Hypotheses H2a–H2c and H3a–H3c, using task crafting, cognitive crafting, and relational crafting as separate mediators between digital transformation and thriving at work. The model demonstrated acceptable fit: χ²/df = 2.645, p < .001, RMSEA = .071, CFI = .912, IFI = .912, TLI = .903. As shown in Table 2, digital transformation significantly predicted task crafting (β = .367, p < .001), cognitive crafting (β = .374, p < .001), and relational crafting (β = .353, p < .001), supporting Hypotheses H2a, H2b, and H2c. Furthermore, all three dimensions of job crafting positively predicted thriving at work: task crafting (β = .269, p = .002), cognitive crafting (β = .291, p = .007), and relational crafting (β = .292, p = .006), supporting Hypotheses H3a, H3b, and H3c. Among them, cognitive and relational crafting exerted stronger positive effects on thriving at work compared to task crafting. Table 2 Path Coefficients and Hypothesis Testing Results for the Main Effects 5.3 Mediating Effect of Job Crafting To examine the mediating role of job crafting, we estimated nine hierarchical multiple regression models (M1–M9) after controlling for gender, age, education, and tenure. In M1, digital transformation positively predicted overall job crafting, β = .340, p < .001, adjusted R² = .111, F = 9.122, supporting H2. In M2–M4, digital transformation predicted task, cognitive, and relational crafting—βs = .319, .296, .318; adjusted R² = .091, .090, .096; Fs = 7.533, 7.438, 7.904; all ps < .001. In M5, digital transformation predicted thriving at work, β = .351, p < .001, adjusted R² = .135, F = 11.112, supporting H1. Introducing job crafting in M6 increased explained variance to adjusted R² = .524; job crafting strongly predicted thriving at work, β = .663, p < .001, while the direct effect of digital transformation dropped from .351 in M5 to .126, p < .001, indicating partial mediation and supporting H3–H4. At the facet level, M7–M9 showed that task, cognitive, and relational crafting predicted thriving at work—βs = .582, .599, .598; all ps < .001—while the direct effects of digital transformation remained significant at .166, .174, and .161 (all ps < .001). The models explained substantial variance (adjusted R² = .440, .460, .456 for M7–M9; Fs = 43.618, 47.084, 46.413), indicating partial mediation for each facet and supporting H4a–H4c. Across models, control variables showed no reliable effects on thriving at work. To further examine the mediating role of job crafting, this study employed the Bootstrap method in AMOS 24.0, with 5,000 resamples to test the indirect effects of task crafting, cognitive crafting, and relational crafting in the relationship between digital transformation and thriving at work. First, Model 1 was constructed, with digital transformation as the independent variable, overall job crafting as the mediator, and thriving at work as the dependent variable. The results showed that the indirect effect of digital transformation on thriving at work via job crafting was 0.281, with a 95% confidence interval of [0.170, 0.406], which did not include zero, indicating a significant mediating effect. Thus, Hypothesis H4 was supported. Next, Model 2 was constructed using task crafting, cognitive crafting, and relational crafting as parallel mediators. As shown in Table 3, the direct effect of digital transformation on thriving at work was 0.115, with a 95% confidence interval of [0.032, 0.208], indicating significance. Among the three indirect paths: The indirect effect via task crafting was 0.082, with a 95% CI of [0.029, 0.161], supporting Hypothesis H4a; The indirect effect via cognitive crafting was 0.090, with a 95% CI of [0.007, 0.211], supporting Hypothesis H4b; The indirect effect via relational crafting was 0.085, with a 95% CI of [0.016, 0.191], supporting Hypothesis H4c. In summary, the Bootstrap results confirmed that the mediating paths — Digital Transformation → Job Crafting → Thriving at Work, and the three dimension-specific paths — all reached significance at the 0.01 level. This indicates that each dimension of job crafting plays a significant mediating role in the relationship between digital transformation and employee thriving at work. Table 3 Decomposition of Total, Direct, and Indirect Effects Path Effect Value BootSE 95% CI P Proportion of Effect（%） Hypothesis Results LL UL Model 1 Direct Effect 0.114 0.047 0.024 0.210 .012 28.93 - Digital Transformation →Job Crafting →Thriving at Work 0.281 0.060 0.170 0.406 .001 71.32 H4 supported Total Effect 0.394 0.075 0.248 0.543 .001 - - Model 2 Direct Effect 0.115 0.045 0.032 0.208 .008 30.83 - Digital Transformation→ Task Crafting→ Thriving at Work 0.082 0.033 0.029 0.161 .002 21.98 H4a supported Digital Transformation→ Cognitive Crafting→ Thriving at Work 0.090 0.052 0.007 0.211 .032 24.13 H4b supported Digital Transformation→ Relational Crafting→ Thriving at Work 0.085 0.044 0.016 0.191 .023 22.79 H4c supported Total Effect 0.373 0.071 0.236 0.515 .001 - - N = 326; BootSE = bootstrap standard error; CI = confidence interval; LL = lower limit; UL = upper limit. 5.4 Moderating Effect of Positive Emotions To test the moderating role of positive emotions, we followed Yang et al. [62]. To minimize multicollinearity from the interaction, all predictors and the moderator were mean-centered, and the product term Digital Transformation × Positive Emotions was created. Using SPSS 26.0, we ran hierarchical regression models M10–M13 while controlling for gender, age, education, and tenure. The controls-only model (M10) explained little variance in thriving at work, adjusted R² = .015, F = 2.202. After adding digital transformation in M11, the effect on thriving at work was positive and significant, β = .351, p < .001, with ΔR² = .121, adjusted R² = .135, F = 45.530. Adding positive emotions in M12 further improved the model; positive emotions predicted thriving at work, β = .285, p < .001, and digital transformation remained significant, β = .288, p < .001, with ΔR² = .073, adjusted R² = .206, F = 29.953. Introducing the interaction in M13 yielded a significant positive interaction, β = .207, p < .001, accounting for additional variance (ΔR² = .040) and raising adjusted R² to .245, F = 17.157; the main effects also remained significant, β = .253 for digital transformation and β = .267 for positive emotions (both ps < .001). These results indicate that positive emotions strengthen the positive relationship between digital transformation and thriving at work, supporting H5. Control variables showed no reliable effects across models. To further test the moderating role of positive emotions in the effect of digital transformation on thriving at work, we specified a structural equation model (Model 3) in which digital transformation, positive emotions, and their interaction predicted thriving at work. The moderating effect was evaluated in AMOS 24.0 using bootstrapping with 5,000 resamples; 95% confidence intervals were used to determine significance. The model demonstrated good fit indices: χ²/df = 2.121, p < .001, RMSEA = .059, CFI = .944, IFI = .945, and TLI = .938, indicating acceptable model fit. The primary focus was on testing the moderating effect of positive emotions. As positive emotions are a continuous variable, a simple slope analysis was conducted to interpret the interaction effect. As shown in Table 4, when positive emotions were low, the effect of digital transformation on thriving at work was non-significant, 95% CI [–0.339, 0.278]. In contrast, when positive emotions were high, the effect was significant and positive (β = 0.515, 95% CI [0.287, 0.744], p < .001), indicating a robust positive influence. These results indicate that positive emotions significantly moderate the effect of digital transformation on thriving at work. Employees with higher levels of positive emotions are more likely to benefit from digital transformation initiatives in terms of increased thriving at work (Fig. 3). Therefore, Hypothesis H5 is supported. Table 4 Moderation Effect Path Testing Positive Emotions Effect Value BootSE 95% CI LL UL –1 SD -0.011 0.158 -0.339 0.278 Mean 0.252 0.078 0.091 0.397 +1 SD 0.515 0.116 0.287 0.744 N = 326; BootSE = bootstrap standard error ; CI = confidence interval; LL = lower limit; UL = upper limit. 6 Discussion Taken together, all proposed hypotheses (H1–H5) were empirically validated, providing solid support for the theoretical framework developed in this study. 6.1 Theoretical Contributions and Research Significance This study contributes to research on digital transformation, job crafting, and thriving at work in four main ways. First, in the digital transformation literature, employee outcomes have largely been examined from a deficit-oriented perspective, focusing on techno-stressors, burnout, job insecurity, or resistance to change, or from a narrow lens of performance and innovation outcomes. Existing work that does address more positive employee states tends to treat digital transformation as a distal predictor or contextual backdrop and rarely unpacks how employees move from merely “coping” with digital change to actually “thriving” in it. Against this background, our study foregrounds thriving at work as a core outcome of digital transformation and shows that, under certain resource conditions, digital transformation can enhance employees’ vitality and learning rather than only creating strain. In doing so, we extend the digital transformation literature by reframing digital transformation not only as a source of risk and disruption but also as a potential driver of positive psychological development, and specifying when and how digital transformation is more likely to foster thriving instead of exhaustion or insecurity. Second, the study advances job crafting and thriving research by positioning job crafting as a central behavioral mechanism through which large-scale contextual changes are converted into positive psychological outcomes. Prior job crafting studies have mainly been conducted in relatively stable settings and have focused on outcomes such as engagement, satisfaction, or performance; thriving at work has received comparatively less attention, and digital transformation has often been treated only as part of the background. Our findings show that, in digitally transforming organizations, job crafting mediates the relationship between digital transformation and thriving at work, both at the overall level and across the three dimensions of task, cognitive, and relational crafting. Framing job crafting within a COR perspective clarifies its function as a resource-acquisition and resource-protection strategy: employees proactively adjust what they do, how they interpret their work, and how they relate to others in order to restore and build resource “caravans” in a changing environment. This COR-based view connects the job crafting literature more explicitly to digital transformation and to the broader question of how employees behaviorally manage resource shifts created by organizational change. Third, the study extends affective perspectives within COR-based models of thriving by reconceptualizing positive emotions as a boundary condition rather than merely an antecedent of resource gain. Prior work grounded in broaden-and-build theory has predominantly treated positive emotions as “engines” that initiate resource-building processes—for example, showing that positive affect leads to more job crafting, engagement, and other proactive behaviors. In contrast, our moderated mediation model highlights a complementary role: positive emotions shape how effectively contextual digital resources are converted into thriving. Empirically, we find that the effect of digital transformation on thriving at work is weak and non-significant when positive emotions are low, but strong and significantly positive when positive emotions are high. This pattern suggests that positive emotions operate as an emotional resource that amplifies the benefits of digital transformation for thriving, clarifying when digital initiatives are likely to yield psychological gains and when they risk having limited impact. This moves the conversation beyond simply “positive affect → good outcomes” to a more nuanced, conditional view of affect in digital change. Fourth, the study offers an integrated resource–motivation–behavior–outcome framework and a time-lagged empirical design that align with this theoretical logic. Conceptually, we articulate a COR-based pathway of “resource acquisition → intrinsic motivation activation → behavioral transformation → thriving realization,” integrating insights from COR theory with research on basic psychological needs and positive emotions. Digital transformation is conceptualized as altering structural and technological resources; job crafting represents employees’ agentic, resource-oriented behavioral response; positive emotions function as a personal resource that conditions the strength of this process; and thriving at work emerges as the downstream psychological state. Methodologically, the three-wave design—measuring digital transformation at Time 1, job crafting at Time 2, and thriving at work and positive emotions at Time 3—provides temporal ordering that is consistent with this framework and reduces concerns about purely cross-sectional inferences. Contextually, focusing on knowledge-based and technical employees in Chinese organizations undergoing digital transformation extends the evidence base beyond Western settings, illustrating how these processes operate in a context where digital initiatives are rapidly reshaping work. Taken together, these contributions respond directly to calls for clearer theorization of how digital transformation affects employees, what role job crafting plays in this process, and under what emotional conditions employees are most likely to thrive rather than derail in digitally intensive workplaces. 6.2 Practical Implications First, our findings suggest that digital transformation can be associated with higher levels of thriving at work, but mainly when it is experienced as resource-enhancing rather than purely efficiency-driven. In practice, this means that organizations should treat digital initiatives not only as technical upgrades but also as opportunities to strengthen employees’ vitality and learning. Concretely, when planning and implementing digital projects, managers can (a) design workflows and platforms that increase transparency and access to information, (b) use data analytics to identify groups whose workloads, training needs, or stress levels signal potential resource loss, and (c) embed continuous learning opportunities—such as micro-learning modules or skill-upgrading programs—into digital systems. These practices help ensure that structural and technological changes translate into richer resource environments for employees, thereby creating more favorable conditions for thriving instead of merely shifting demands. Second, the results highlight job crafting as a key behavioral pathway linking digital transformation to thriving at work. Both overall job crafting and its three dimensions—task, cognitive, and relational crafting—significantly mediated the effect of digital transformation on thriving, and the indirect effects accounted for a large proportion of the total impact. This implies that simply introducing new technologies is not enough; organizations also need to actively create room and support for employees to reshape their jobs. Practically, managers can: (a) allow employees discretion to adjust task priorities and methods within digital systems (supporting task crafting), (b) communicate how digital initiatives connect to broader organizational purposes and employees’ career goals (supporting cognitive crafting), and (c) encourage cross-functional collaboration and peer support via digital platforms (supporting relational crafting). Training programs or workshops on job crafting—such as helping employees identify resource-gain opportunities in their digital tools and roles—can further legitimize these behaviors and turn digital transformation into a shared process of proactive job redesign rather than a top-down imposition. Third, the moderating effect of positive emotions shows that digital transformation does not automatically lead to thriving for everyone. In our data, the positive association between digital transformation and thriving at work was weak and non-significant when positive emotions were low, but strong and clearly positive when positive emotions were high. This indicates that organizations must pay systematic attention to employees’ emotional states during digital transformation; otherwise, the potential benefits of digital initiatives may be substantially underutilized. Managers can strengthen positive emotions by (a) building change communication routines that provide timely, honest, and two-way information about digital projects, (b) offering psychological and social support, such as mental health workshops, coaching, or peer-support groups, and (c) recognizing small wins in the adoption and creative use of digital tools, which can foster pride, enthusiasm, and a sense of progress. These interventions help employees appraise digital initiatives as meaningful and manageable, thereby amplifying the translation of digital resources into thriving. In short, effective digital transformation requires simultaneous attention to structures, behaviors, and emotions: redesigning work to expand resources, enabling job crafting as an agentic response, and cultivating positive emotional climates that allow employees to fully benefit from digital change. 6.3 Limitations This study has several limitations that also suggest directions for future research. First, although we adopted a three-wave time-lagged design and measured digital transformation, job crafting, positive emotions, and thriving at work at different time points, the intervals were relatively short and the data remain observational. As a result, the moderated mediation relationships tested here cannot be interpreted as strictly causal, and alternative temporal dynamics—such as reciprocal effects between job crafting and thriving—cannot be fully ruled out. Future studies could employ longer-term panel designs, cross-lagged models, experimental or quasi-experimental interventions, or experience-sampling methods to capture more fine-grained change processes and provide stronger evidence on the directionality of effects. Second, all focal variables were assessed using employees’ self-reports, which may introduce concerns about common method variance and perceptual bias. Although we implemented procedural remedies (e.g., time separation, anonymity) and conducted statistical checks (e.g., confirmatory factor analyses with a latent method factor) that suggested common method variance is not a serious problem, these steps do not completely eliminate the possibility of shared-method inflation. Subsequent research could combine self-reports with other data sources—for example, supervisor or peer ratings of job crafting and thriving, objective indicators of digital transformation, or behavioral data from digital systems—to triangulate key constructs and enhance measurement robustness. Third, our model focuses on job crafting as the mediating mechanism and positive emotions as the moderating condition linking digital transformation to thriving at work, using data from knowledge-based and technical employees in Chinese enterprises. While this focus is consistent with our COR-based reasoning, it does not exhaust the range of relevant processes or contexts. Other mediators—such as digital self-efficacy, perceived person–job fit, or role clarity—and additional moderators—such as perceived organizational support for digitalization, employees’ attitudes toward digital technologies, or team climate—may also shape how digital transformation translates into employee outcomes. Future studies could extend the model to include these constructs and test its generalizability across different industries, occupations, and cultural or institutional settings. 6.4 Conclusion Drawing on conservation of resources (COR) theory, this study examined how digital transformation relates to employees’ thriving at work and through which behavioral and emotional processes this effect unfolds, using three-wave survey data from 326 employees in Chinese firms undergoing digital change. First, the results show that digital transformation is positively associated with thriving at work, supporting the view that, when accompanied by adequate resource provision, digital initiatives can contribute to employees’ vitality and learning rather than merely generating stress or job insecurity. Second, job crafting—both at the overall level and across its task, cognitive, and relational dimensions—partially mediates this relationship, and the indirect path through job crafting accounts for most of the total effect. This finding highlights job crafting as a central behavioral mechanism through which employees actively manage resource changes and convert structural and technological transformation into psychological gains. Third, positive emotions moderate the effect of digital transformation on thriving at work: digital transformation predicts higher thriving primarily for employees who report moderate to high levels of positive emotions, whereas the effect is negligible when positive emotions are low. This pattern underscores positive emotions as a key psychological resource that shapes whether employees appraise digital change as a manageable challenge and are able to draw motivational and adaptive benefits from it. Overall, the findings depict an integrated COR-based pathway in which digital transformation reshapes the resource context, employees respond through job crafting, and—conditional on their emotional resources—these behavioral adjustments culminate in thriving at work. This framework enriches research on digital transformation and employee well-being and offers organizations concrete levers—designing supportive digital contexts, encouraging job crafting, and cultivating positive emotional climates—to foster sustainable thriving in digitally evolving workplaces. Conclusion Drawing on conservation of resources (COR) theory, this study examined how digital transformation relates to employees’ thriving at work and through which behavioral and emotional processes this effect unfolds, using three-wave survey data from 326 employees in Chinese firms undergoing digital change. First, the results show that digital transformation is positively associated with thriving at work, supporting the view that, when accompanied by adequate resource provision, digital initiatives can contribute to employees’ vitality and learning rather than merely generating stress or job insecurity. Second, job crafting—both at the overall level and across its task, cognitive, and relational dimensions—partially mediates this relationship, and the indirect path through job crafting accounts for most of the total effect. This finding highlights job crafting as a central behavioral mechanism through which employees actively manage resource changes and convert structural and technological transformation into psychological gains. Third, positive emotions moderate the effect of digital transformation on thriving at work: digital transformation predicts higher thriving primarily for employees who report moderate to high levels of positive emotions, whereas the effect is negligible when positive emotions are low. This pattern underscores positive emotions as a key psychological resource that shapes whether employees appraise digital change as a manageable challenge and are able to draw motivational and adaptive benefits from it. Overall, the findings depict an integrated COR-based pathway in which digital transformation reshapes the resource context, employees respond through job crafting, and—conditional on their emotional resources—these behavioral adjustments culminate in thriving at work. This framework enriches research on digital transformation and employee well-being and offers organizations concrete levers—designing supportive digital contexts, encouraging job crafting, and cultivating positive emotional climates—to foster sustainable thriving in digitally evolving workplaces. Declarations 7 Data Availability Statement Dataset available upon request from the authors. 8 Conflict of Interest The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest. 9 Ethics statement This study was conducted in accordance with the Declaration of Helsinki (1964) and its later amendments, as well as the ethical guidelines for research involving human participants of the School of Economics and Management at East China Jiaotong University. The study protocol was reviewed and approved by the Ethics Committee of the School of Economics and Management at East China Jiaotong University. All participants were informed about the purpose and procedures of the study, assured of anonymity and confidentiality, and provided written informed consent prior to participation. 10 Author Contributions All authors contributed to conception and design of the study and ZW wrote the first draft of the manuscript. MZ organized the database and performed the statistical analysis. All authors contributed to the article and approved the submitted version. 11 Funding National Natural Science Foundation of China (NSFC) Project: Integration Pathways Between the Human Resource Service Industry and Advanced Manufacturing in the Digital Economy Era (72263009) Jiangxi Provincial Humanities and Social Sciences Project: Digital Transformation of the Human Resource Service Industry: Driving Forces, Operational Mechanisms, and Development Pathways (GL23105) Key Project of Jiangxi Provincial Social Science Planning: Promoting High-Quality and Sufficient Employment in Jiangxi Through the Human Resource Service Industry in the Era of Intelligent Digitalization: Mechanisms, Effects, and Development Paths (25GL04) 12 Acknowledgments The authors thank all respondents who participated in this study. References World Economic Forum. World Economic Forum. 2025 [cited 2025 July 14]. The Future of Jobs Report 2025. 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Available from: https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2019.02786/full Fredrickson BL. The broaden–and–build theory of positive emotions. Huppert FA, Baylis N, Keverne B, editors. Philos Trans R Soc B: Biol Sci. 2004 Sept 29;359(1449):1367–77. Jiang L, Ling Y, Lu J. How Does Digital Transformation Influence Organizational Resilience? — A Dual Innovation Perspective. Technology Economics. 2022;41(1):1–11. Chi M, Ye D, Wang J, Zhai S. How Can China’s Small and Medium-Sized Manufacturing Enterprises Improve New Product Development Performance? A Perspective of Digital Empowerment. Nankai Business Review [Internet]. 2020 July 17;(3). Available from: http://nbr.nankai.edu.cn/nkglpl/article/abstract/190502782 Zeng L, Wang Y, Zeng D, Yu A, Lan W. Validation of the Work Thriving Scale Among Chinese Employees. Chinese Journal of Clinical Psychology. 2020;28(4):730–3, 704. Watson D, Clark LA, Tellegen A. Development and validation of brief measures of positive and negative affect: The PANAS scales. J Pers Soc Psychol. 1988;54(6):1063–70. Qiu L, Zheng X, Wang Y. The Revised Version of the Positive and Negative Affect Schedule (PANAS). Chinese Journal of Applied Psychology. 2008;14(3):249–54, 268. Ma P, Huang M, He B, Pan W, Zhao S. The Impact of Loneliness on Depression Among College Students: A Structural Equation Model with Latent Moderation. Journal of Psychological Science. 2021;44(5):1186–92. Yang S, Kang J, Zhu X. How Subjective Performance of Basic Public Services Shapes Trust in Local Government: A Mediated Moderation Model of Public Participation and Sense of Gain. Soft Science. 2022;36(9):124–30. Additional Declarations No competing interests reported. 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1","display":"","copyAsset":false,"role":"figure","size":38529,"visible":true,"origin":"","legend":"\u003cp\u003eResearch model\u003c/p\u003e","description":"","filename":"floatimage1.png","url":"https://assets-eu.researchsquare.com/files/rs-8374696/v1/c4b74c015bd19e882aa9e03a.png"},{"id":99884163,"identity":"b54b56e3-527d-40b1-a833-53970a1a0030","added_by":"auto","created_at":"2026-01-09 12:05:40","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":366167,"visible":true,"origin":"","legend":"\u003cp\u003ePath Diagram of Model 1\u003c/p\u003e","description":"","filename":"floatimage2.png","url":"https://assets-eu.researchsquare.com/files/rs-8374696/v1/dd93d139e59481d680347052.png"},{"id":100358788,"identity":"7c1b80b9-5d89-46ed-9167-d013678188ab","added_by":"auto","created_at":"2026-01-16 07:21:21","extension":"png","order_by":3,"title":"Figure 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Revolution has ushered in transformative digital technologies such as artificial intelligence and big data, reshaping business models and the nature of work worldwide. According to the World Economic Forum\u0026rsquo;s Future of Jobs Report 2025, employers expect a substantial share of workers\u0026rsquo; core skills to change by 2030, with millions of jobs created and displaced in the process [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e]. These shifts are driving sustained demand not only for digital capabilities but also for adaptive skills, highlighting the need for employees to continually update how they work. Against this backdrop, organizational digital transformation reorganizes roles, workflows, and resource configurations. Drawing on conservation of resources (COR) theory, we argue that employees\u0026rsquo; proactive job crafting\u0026mdash;encompassing task, cognitive, and relational changes\u0026mdash;is a key mechanism through which digital transformation is converted into greater thriving at work, and that positive emotions strengthen this conversion.\u003c/p\u003e \u003cp\u003eThis evolving landscape places increasing pressure on employees to adapt to new technologies and continuously update their competencies, while organizations face mounting demands for structural and managerial change. Digital transformation has therefore become a strategic imperative for firms seeking to remain competitive, with empirical evidence showing that the external business environment shapes firms\u0026rsquo; digital capabilities and strategic paths and enables organizational restructuring and operational innovation [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e]\u003c/p\u003e \u003cp\u003eAs organizations undergo digital transformation, the alignment and enhancement of employee capabilities have become pivotal to successful change. Research shows that when organizations provide sufficient developmental and psychological support, employees are more likely to engage proactively, regulate their own behavior, and grow amidst uncertainty [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]. At the same time, employees are expected to move from passive executors to active change agents who master new technologies and continuously reconstruct their skill sets to meet evolving work demands. Yet many still struggle with technology adaptation, role redefinition, and navigating shifting resource conditions during digital transformation, raising the question of how employees can not only cope with these changes but also actively craft their work in ways that enable them to thrive. Consistent with this view, existing research indicates that organizational support and psychologically safe climates play an important role in how employees experience digital transformation, fostering enthusiasm, innovation, and adaptive performance while reducing change-related anxiety [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e]. These insights underscore that employees\u0026rsquo; psychological resources and organizational support systems are critical for successful digital transformation.\u003c/p\u003e \u003cp\u003eIn digital transformation contexts, employees may either thrive or derail as they adapt to new technologies and roles, which calls for greater organizational attention to their psychological experiences and adaptive mechanisms. Thriving at work has been defined as a dynamic psychological state characterized by sustained experiences of vitality and learning, which facilitate positive adaptation and growth in complex, fast-changing environments [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. Meta-analytic evidence further shows that thriving depends on a combination of contextual resources, agentic behaviors, and personality traits, underscoring both the theoretical robustness of the construct and its applicability across diverse organizational settings [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e]. Job crafting refers to employees\u0026rsquo; proactive modifications of their tasks, cognitive framing, and interpersonal interactions to enhance perceived control and meaningfulness at work [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e]. From a COR perspective, job crafting functions as a proactive resource-acquisition and resource-protection strategy that allows employees to build and maintain valued structural, social, and psychological resources. Prior research on basic psychological needs suggests that experiencing greater autonomy, competence, and relatedness constitutes a set of crucial psychological resources for motivation and well-being [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e]. Taken together, these perspectives position job crafting\u0026mdash;especially in digital transformation contexts\u0026mdash;as a central adaptive mechanism through which employees respond to shifting resource conditions and translate digital change into greater thriving at work.\u003c/p\u003e \u003cp\u003eAnother critical factor is positive emotions, such as joy, enthusiasm, and satisfaction. From a COR perspective, emotional states represent an important form of psychological resource: when facing stress or uncertainty, individuals strive to accumulate and protect emotional and psychological capital [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e]. Positive emotions broaden cognitive perspectives, build enduring personal resources, and buffer the negative impacts of change [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e]. These affective states foster engagement, trust, and interpersonal connection, providing a foundation for effective behavior in digital environments. In digitally intensive workplaces, where employees frequently encounter technological disruption and role ambiguity, such emotional resources play a key role in shaping whether employees appraise digital transformation as a challenge to be mastered or as a threat to be avoided, and thus in influencing their subsequent adaptation and engagement. In this study, we therefore treat positive emotions not only as desirable outcomes of work experiences but as an emotional resource that conditions how effectively digital transformation can be converted into employees\u0026rsquo; thriving\u0026mdash;a boundary-condition perspective that extends prior work which has typically modeled positive emotions as antecedents of resource gain.\u003c/p\u003e \u003cp\u003eRecent qualitative evidence from organizations undergoing digital transformation suggests that when companies promote learning opportunities, employee participation, and open communication, they can effectively activate employees\u0026rsquo; positive emotional resources [\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e]. These positive emotions foster trust, belonging, and a sense of responsibility, which in turn promote engagement, proactivity, and readiness for change while reducing role ambiguity and perceived stress. In highly tech-intensive workplaces, such emotional activation provides essential psychological support for employees to proactively reshape their tasks and relationships and, ultimately, to thrive at work.\u003c/p\u003e \u003cp\u003eDespite increasing scholarly attention to the human dimensions of digital transformation, current research often presents fragmented perspectives on how employees adapt and thrive in digitally evolving workplaces. For example, one study proposed a dual-path model in which digital transformation simultaneously promotes employee thriving and exacerbates job insecurity, mediated by resilience [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e], but this framework focused on stress-buffering mechanisms and largely neglected proactive behaviors and affective responses. Another study demonstrated that empowerment processes activated by enterprise social media affordances can enhance employees\u0026rsquo; sense of thriving, yet it did not include behavioral mediators such as job crafting or incorporate emotional dynamics [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e]. Preliminary evidence also suggests that digital tools can foster positive emotions conducive to innovation [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e]. However, affective mechanisms in digital transformation contexts more broadly remain under-theorized and are often disconnected from comprehensive adaptation models. Taken together, these studies highlight important factors such as empowerment, leadership, and emotion in digital settings, but they fall short of offering an integrative framework that simultaneously incorporates the contextual role of digital transformation, the behavioral role of employees\u0026rsquo; proactive job crafting, and the emotional role of positive emotions in explaining how employees achieve thriving amid digital transformation.\u003c/p\u003e \u003cp\u003eOn this basis, we still lack a clear understanding of how employees can thrive rather than merely cope with digital transformation. In particular, we do not yet know through which behavioral mechanisms digital transformation contributes to employees\u0026rsquo; thriving, nor under what affective conditions this process is strengthened or weakened. Accordingly, the present study examines whether digital transformation fosters employees\u0026rsquo; thriving, whether job crafting explains how digital transformation is translated into thriving, and whether employees\u0026rsquo; positive emotions amplify this process.\u003c/p\u003e \u003cp\u003eBuilding on these insights, we conceptualize job crafting as the central behavioral mechanism through which digital transformation is translated into employees\u0026rsquo; thriving at work. From a COR perspective, digital transformation is not a purely psychological phenomenon but a structural and technological reconfiguration of how work is organized, monitored, and coordinated [\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e, \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e]. Such changes reshape employees\u0026rsquo; resource conditions by altering access to information, autonomy, and social support while simultaneously introducing new demands and uncertainties. Employees do not passively absorb these changes; rather, they engage in agentic behaviors\u0026mdash;such as modifying tasks, reframing the meaning of work, and reshaping relationships\u0026mdash;to restore resource balance and leverage new opportunities. These agentic adjustments are captured by job crafting and can be understood, from a COR standpoint, as a resource-acquisition and resource-protection strategy that individuals use when their work context is shifting [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e]. Thriving at work, in turn, reflects a dynamic psychological state of learning and vitality that emerges from successful resource management over time [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e, \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e, \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]. In other words, digital transformation first triggers changes in the resource context, employees respond through job crafting to acquire and protect resources, and these resource gains subsequently give rise to experiences of learning and vitality. This logic positions job crafting as a more proximal, behavior-based mediator between digital transformation and thriving, rather than treating thriving itself as the mediator.\u003c/p\u003e \u003cp\u003eTo address these gaps, this study develops a moderated mediation model to investigate how digital transformation affects employees\u0026rsquo; thriving at work, with job crafting as a mediator and positive emotions as a moderator. Drawing on COR theory, we conceptualize digital transformation as a contextual change in structural and technological resources and job crafting as employees\u0026rsquo; agentic resource-management response. Building on prior research on basic psychological needs and work motivation, we further argue that positive emotions function as an emotional resource that conditions how effectively employees can convert digital transformation into thriving.\u003c/p\u003e \u003cp\u003eThis study makes three main contributions. First, it enriches research on digital transformation by focusing on thriving at work as a key employee outcome, thereby shifting attention from deficit-oriented indicators (e.g., stress, burnout, job insecurity) to a positive psychological state that is particularly relevant in fast-changing environments. Second, it identifies job crafting as a key behavioral pathway through which digital transformation enhances employees\u0026rsquo; thriving, integrating job crafting and thriving research within a COR-based framework of \u0026ldquo;contextual resources \u0026rarr; proactive behavior \u0026rarr; psychological state.\u0026rdquo; Third, it advances affective perspectives on thriving by conceptualizing positive emotions as an individual-level boundary condition\u0026mdash;rather than merely an antecedent or trigger\u0026mdash;of resource acquisition, showing that the benefits of digital transformation for thriving are substantially stronger when employees experience higher levels of positive emotions. In doing so, the study offers an integrated explanation of how behavioral and emotional processes jointly shape employee thriving during digital transformation. The following sections present the hypotheses, research methodology, empirical findings, and theoretical and practical implications.\u003c/p\u003e"},{"header":"2 Theoretical Background and Hypotheses","content":"\u003cp\u003eWe organize the theoretical background around four core building blocks. First, drawing on COR theory, we conceptualize digital transformation as a contextual change in structural and technological resources that reshapes how work is designed and experienced. Second, we build on the job crafting literature to describe how employees proactively respond to such changes by altering the task, cognitive, and relational boundaries of their work. Third, we review research on thriving at work to position thriving as a dynamic psychological state of learning and vitality that reflects the outcome of successful resource management over time. Finally, we discuss positive emotions as an important form of emotional resource that can strengthen or weaken the extent to which employees convert digital transformation into thriving. We then integrate these streams into a COR-based framework in which digital transformation alters the resource context, job crafting represents employees\u0026rsquo; agentic efforts to manage these changes, thriving constitutes the downstream psychological outcome, and positive emotions serve as an individual-level boundary condition of this process.\u003c/p\u003e\n\u003ch2\u003e2.1 Digital\u0026nbsp;Transformation and Thriving at Work\u003c/h2\u003e\n\u003cp\u003eDigital transformation refers to the systematic optimization and restructuring of organizational processes, business models, and work practices through the integration of various digital technologies [24]. From a COR perspective, such technology-enabled changes do not merely introduce new tools; they reconfigure the structural and technological resources that shape how work is organized and experienced. As organizations adopt intelligent systems, automate workflows, and digitize communication, employees encounter work environments that provide expanded access to information, collaboration opportunities, and flexible work arrangements, while simultaneously introducing new demands and uncertainties. In these digitally evolving contexts, employees are increasingly expected to play an active role in navigating transformation, deciding how to engage with new systems and how to leverage digital resources in their daily work.\u003c/p\u003e\n\u003cp\u003eIn digitally evolving workplaces, employees face ongoing adaptation demands as technologies, job roles, and performance expectations shift. From a COR perspective, such demands increase the risk of resource loss unless employees can access and mobilize sufficient structural, social, and psychological resources. Thriving at work\u0026mdash;a dynamic psychological state characterized by concurrent experiences of vitality and learning [7]\u0026mdash;is therefore more likely to occur when employees are able to offset potential losses by gaining new resources from digital transformation. When employees perceive technology-driven change as an opportunity to build skills, autonomy, and connections, they are more likely to thrive; when they perceive it as a threat to valued resources, thriving becomes less likely.\u003c/p\u003e\n\u003cp\u003ePrior studies have begun to unpack how specific organizational practices shape employees\u0026rsquo; resource experiences during digital transformation. For instance, digital human resource management can increase employees\u0026rsquo; sense of benefit and mitigate feelings of deprivation, thereby boosting their enthusiasm and innovative intentions in transformation initiatives [5]. Digital leadership has been shown to enhance organizational resilience by motivating employees toward proactive behaviors and adaptive performance, particularly when supported by a positive organizational culture [6]. Organizational support factors\u0026mdash;such as fair and challenging performance evaluations and a supportive climate\u0026mdash;have also been found to alleviate employees\u0026rsquo; change-related anxiety and promote active participation [25]. From a COR perspective, these practices can be viewed as bundles of structural, social, and psychological resources that influence whether employees experience digital transformation as an opportunity for gain or as a threat of loss, thereby shaping their potential to thrive.\u003c/p\u003e\n\u003cp\u003eDigital transformation also enables organizations to empower employees structurally and psychologically through technology, thereby enhancing autonomy and access to key resources [26,27]. Digital empowerment has been conceptualized as comprising structural, psychological, and resource-based elements. Structurally, digital technologies can enhance organizational architecture, streamline workflows, dismantle information silos, and facilitate employees\u0026rsquo; access to knowledge and collaboration. Empirical evidence indicates that such empowerment promotes transparency and collaborative innovation, leading to increased employee participation and improved open innovation performance [28], while also contributing to greater operational efficiency and organizational adaptability. In addition, deep digital integration allows employees to proactively access information and engage in cross-functional collaboration, and higher intensity of digital transformation has been shown to encourage collaborative helping behaviors as well as greater adaptability and confidence among employees [29]. From a COR perspective, these digitally enabled forms of empowerment expand employees\u0026rsquo; resource reservoirs\u0026mdash;such as autonomy, information, competence, and social support\u0026mdash;which, in turn, create more favorable conditions for experiencing vitality and learning at work, that is, for thriving.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eBeyond these structural and psychological changes, digital transformation often alters how employees access resources through platform-based technologies, flexible work arrangements, and data-rich systems. Such digitally enabled access can strengthen employees\u0026rsquo; perceived job autonomy and resilience during change. Empirical research shows, for instance, that job autonomy positively predicts thriving at work, and that mentoring relationships amplify this effect by providing additional social and developmental resources [30]. Taken together, this evidence suggests that when digital transformation expands employees\u0026rsquo; structural, informational, and relational resources, it is more likely to create the conditions under which employees can experience vitality and learning at work.\u003c/p\u003e\n\u003cp\u003eOverall, prior research portrays digital transformation as a double-edged context for employees. On the one hand, it can expand access to information, autonomy, and learning opportunities; on the other hand, it can blur job boundaries and increase uncertainty, potentially undermining well-being. From a COR perspective, whether employees thrive in such contexts depends on whether resource gains outweigh perceived threats of resource loss. Yet most empirical studies have treated digital transformation either as a distal predictor of thriving or as a broad contextual backdrop, without explicitly modeling the behavioral and affective processes through which employees manage resources during digital change. In particular, we know little about how employees\u0026rsquo; proactive job crafting behaviors and their positive emotional resources jointly shape the extent to which digital transformation leads to thriving. Nevertheless, building on the resource-based reasoning reviewed above, we expect that digital transformation will, on net, be positively associated with thriving at work. We therefore propose the following hypothesis:\u003c/p\u003e\n\u003cp\u003eH1: Digital transformation has a significant positive effect on employees\u0026rsquo; thriving at work.\u003c/p\u003e\n\u003ch2\u003e2.2\u0026nbsp; \u0026nbsp; \u0026nbsp;Digital Transformation and Job Crafting\u003c/h2\u003e\n\u003cp\u003eBuilding on prior conceptualizations, job crafting refers to employees\u0026rsquo; self-initiated changes to the task, cognitive, and relational boundaries of their jobs\u0026nbsp;[9,\u0026nbsp;31]. Task crafting involves altering the number, scope, or type of tasks to better fit one\u0026rsquo;s strengths and goals; cognitive crafting denotes reframing how one interprets the value or purpose of work; and relational crafting entails adjusting the scope and quality of workplace interactions. Together, these three forms of crafting capture employees\u0026rsquo; proactive efforts to shape their work in ways that enhance perceived meaning, competence, and well-being. Empirical research shows that higher levels of job crafting are associated with greater work engagement, job satisfaction, and career adaptability\u0026nbsp;[32,\u0026nbsp;33]. From a COR perspective, such proactive adjustments can be understood as resource-acquisition and resource-protection behaviors through which employees build and preserve valued structural, social, and psychological resources.\u003c/p\u003e\n\u003cp\u003eAt the level of specific dimensions, prior research has shown that cognitive and relational crafting are particularly important in contemporary, digitally mediated work. In collaborative digital settings, including human\u0026ndash;service robot interaction, cognitive crafting\u0026mdash;employees\u0026rsquo; efforts to reinterpret and reframe their work\u0026mdash;has been found to enhance psychological safety and creative adaptability\u0026nbsp;[34]. Relational crafting, in turn, involves actively reshaping workplace interactions to build stronger social support and belonging, which is especially salient in flexible or remote work arrangements where social boundaries are more fluid and work relationships rely heavily on individual initiative\u0026nbsp;[35]. From a COR perspective, these forms of crafting help employees build psychological and social resources that complement structural job resources, reinforcing their capacity to function effectively and maintain well-being in digitally transforming workplaces.\u003c/p\u003e\n\u003cp\u003eDigital transformation creates conditions that are particularly conducive to job crafting by introducing advanced technologies, new coordination mechanisms, and more fluid role expectations. From a COR perspective, such transformations both expand and destabilize employees\u0026rsquo; resource environments: they provide new tools, information channels, and collaboration opportunities, while simultaneously increasing ambiguity and change-related demands. To maintain and build their resource reservoirs, employees are therefore likely to respond by proactively adjusting the task, cognitive, and relational boundaries of their work. Recent evidence supports this view. For example, when organizations leverage information and communication technologies to optimize workflows and resource configurations, employees are more likely to modify tasks and redefine roles using digital tools, thereby enhancing job control, satisfaction, and adaptability\u0026nbsp;[36]. Likewise, digital transformation has been shown to promote proactive job redesign\u0026mdash;particularly in task and cognitive domains\u0026mdash;by enabling employees to better align tasks, methods, and goals with their capabilities\u0026nbsp;[37]. In this sense, digital transformation does not simply impose new routines on employees; it also opens up space for them to engage in job crafting as a strategy for acquiring and protecting valued resources.\u003c/p\u003e\n\u003cp\u003eBeyond these structural and technological changes, the way digital transformation is led and implemented also shapes employees\u0026rsquo; job crafting. In line with the above reasoning, recent studies of digital leadership in transformation contexts indicate that such leadership can foster employees\u0026rsquo; job crafting, which in turn enhances their psychological safety and future orientation in the face of techno-stressors\u0026nbsp;[38,\u0026nbsp;39]. From a COR standpoint, such leadership helps employees acquire and protect resources by encouraging them to proactively adjust their tasks, cognitions, and relationships rather than passively endure change. When digital transformation is implemented in a participative and need-supportive manner\u0026mdash;for instance, by involving employees in technology-related decisions, clearly communicating the goals of digital initiatives, and providing adequate training and feedback\u0026mdash;employees are more likely to perceive that they have influence over how new systems are used and that they can successfully master new tools. This supportive implementation climate strengthens their sense of autonomy and competence and, in turn, increases their willingness to engage in task, cognitive, and relational crafting to navigate digital change. Taken together, these findings suggest that digital transformation, especially when accompanied by empowering structures and leadership, stimulates employees\u0026rsquo; job crafting as a core resource-management strategy in dynamic work environments. Based on this reasoning, we propose the following hypotheses:\u003c/p\u003e\n\u003cp\u003eH2: Digital transformation has a significant positive effect on employees\u0026rsquo; job crafting.\u003c/p\u003e\n\u003cp\u003eH2a: Digital transformation has a significant positive effect on employees\u0026rsquo; task crafting.\u003c/p\u003e\n\u003cp\u003eH2b: Digital transformation has a significant positive effect on employees\u0026rsquo; cognitive crafting.\u003c/p\u003e\n\u003cp\u003eH2c: Digital transformation has a significant positive effect on employees\u0026rsquo; relational crafting.\u003c/p\u003e\n\u003ch2\u003e2.3\u0026nbsp; \u0026nbsp; \u0026nbsp;Job Crafting and Thriving at Work\u003c/h2\u003e\n\u003cp\u003eBuilding on prior work, thriving at work is understood as a positive psychological state characterized by concurrent experiences of learning and vitality that reflects employees\u0026rsquo; successful management of work resources over time [7, 22, 23]. From a COR perspective, thriving emerges when individuals are embedded in resourceful work contexts and actively engage in behaviors that help them acquire, protect, and invest resources. Among these agentic behaviors, job crafting occupies a central position because it allows employees to proactively modify the task, cognitive, and relational boundaries of their jobs to improve fit and meaning. When employees have sufficient autonomy and access to work resources, they are more likely to engage in such crafting, which in turn can set in motion a reinforcing gain cycle in which resource accumulation fuels greater energy and learning, thereby sustaining thriving at work.\u003c/p\u003e\n\u003cp\u003eExtending this COR-based view, job crafting can be conceptualized as a continuous and dynamic process of resource acquisition and regulation. Meta-analytic evidence shows that job crafting is shaped by individual characteristics such as intrinsic motivation and proactivity and is positively related to task alignment, resource utilization, job vitality, perceived achievement, and career adaptability\u0026nbsp;[40]. Many of these outcomes\u0026mdash;particularly sustained vitality, opportunities for learning, and personal growth\u0026mdash;either overlap conceptually with thriving at work or provide the resource base from which thriving emerges. By continually adjusting job roles and cognitive framing, employees are better able to respond to evolving work environments, thereby supporting ongoing learning and performance in demanding settings.\u003c/p\u003e\n\u003cp\u003eMore fine-grained research that distinguishes task, cognitive, and relational crafting further supports this view. Job crafting across these three dimensions enables employees to reshape job content and meaning in ways that strengthen career identity and perceived value. For example, Nissinen et al showed that higher levels of task, cognitive, and relational crafting were associated with better person\u0026ndash;job fit and greater work engagement, which in turn enhanced job satisfaction and organizational adaptability\u0026nbsp;[41]. These findings are consistent with the idea that job crafting creates resource-rich, better-fitting roles that provide fertile ground for thriving at work.\u003c/p\u003e\n\u003cp\u003eBeyond structural and behavioral dimensions, job crafting is also shaped by underlying motivational processes. Prior research on basic psychological needs and work motivation suggests that when organizational environments fulfill employees\u0026rsquo; needs for autonomy, competence, and relatedness, employees are more likely to internalize work demands, develop intrinsic motivation, and express it through proactive behaviors such as job crafting, which in turn promotes thriving\u0026nbsp;[10,\u0026nbsp;11]. Such need-supportive contexts thus provide important psychological resources that sustain employees\u0026rsquo; motivation and enable positive adaptation in changing environments; in line with COR theory, these motivated, resource-rich employees are better positioned to experience ongoing learning and vitality even under the demands of digital change. Consistent with this view, numerous studies have shown that job crafting behaviors significantly enhance thriving through pathways such as increased positive emotions, higher work meaningfulness, and improved interpersonal relationships\u0026nbsp;[42,\u0026nbsp;43]. By enriching job autonomy and work resources\u0026mdash;defined as material and psychological supports that facilitate goal achievement, reduce job demands, and encourage personal development\u0026nbsp;[44]\u0026mdash;job crafting helps employees build and maintain resource reservoirs that sustain learning and vitality over time. Promotion-focused relational crafting, in particular, has been found to strengthen employees\u0026rsquo; social connectedness and psychological well-being, thereby providing additional support for the role of job crafting in facilitating sustained thriving at work\u0026nbsp;[45].\u003c/p\u003e\n\u003cp\u003eTaken together, prior research on job crafting and thriving yields three insights that are especially relevant for the present study. First, job crafting is more likely to occur in changing or resource-pressured work environments and functions as a resource-based adaptation strategy that helps employees maintain person\u0026ndash;job fit and well-being\u0026nbsp;[20,\u0026nbsp;43]. Second, thriving at work has been shown to depend jointly on contextual resources and agentic behaviors such as job crafting, supporting the view that thriving reflects the outcome of successful resource management in demanding settings\u0026nbsp;[7,\u0026nbsp;22,\u0026nbsp;23]. Third, meta-analytic evidence indicates that job crafting is associated with a range of positive outcomes, including engagement, satisfaction, and adaptability, but most studies have examined these effects in relatively stable contexts and have focused on outcomes other than thriving\u0026nbsp;[40]. As a result, we still know little about how job crafting operates as a mechanism through which large-scale contextual changes\u0026mdash;such as digital transformation\u0026mdash;are translated into employees\u0026rsquo; thriving, and about the conditions under which this mechanism is more or less effective. Building on COR theory, and informed by research on basic psychological needs and work motivation, the present study addresses these gaps by examining job crafting as a central behavioral pathway linking digital transformation to thriving and by considering positive emotions as an individual-level boundary condition of this pathway. Based on the above theoretical analysis, we propose the following hypotheses:\u003c/p\u003e\n\u003cp\u003eH3: Job crafting has a significant positive effect on employees\u0026rsquo; thriving at work.\u003c/p\u003e\n\u003cp\u003eH3a: Task crafting has a significant positive effect on thriving at work.\u003c/p\u003e\n\u003cp\u003eH3b: Cognitive crafting has a significant positive effect on thriving at work.\u003c/p\u003e\n\u003cp\u003eH3c: Relational crafting has a significant positive effect on thriving at work.\u003c/p\u003e\n\u003ch2\u003e2.4\u0026nbsp; \u0026nbsp; \u0026nbsp;Mediating Role of Job Crafting\u003c/h2\u003e\n\u003cp\u003eIn the context of ongoing digital transformation, job crafting serves as a key behavioral mechanism through which resource changes in the work environment are translated into employees\u0026rsquo; thriving at work. As argued above, digital transformation reconfigures structural, social, and informational resources; conservation of resources (COR) theory suggests that individuals respond to such shifts by investing effort in behaviors that help them acquire, protect, and optimize resources. Job crafting\u0026mdash;employees\u0026rsquo; proactive reshaping of tasks, cognitions, and interpersonal relationships\u0026mdash;is precisely such a resource-based adaptation strategy. Prior studies have shown that when employees have access to greater autonomy, perceived control, and social support, they are more likely to engage in job crafting, which in turn enhances engagement, satisfaction, and well-being\u0026nbsp;[40,\u0026nbsp;42,\u0026nbsp;43]. These findings, together with COR\u0026rsquo;s emphasis on resource-driven adaptation, support the idea that job crafting occupies a mediating position between contextual resource changes triggered by digital transformation and the downstream psychological state of thriving.\u003c/p\u003e\n\u003cp\u003eComplementing this COR-based reasoning, research in the job demands\u0026ndash;resources tradition further shows that changes in available work resources are closely tied to employees\u0026rsquo; motivation and self-initiated change behavior. When organizations provide sufficient task, developmental, and social resources, employees are more likely to mobilize these resources through proactive behaviors such as job crafting, which has been found to partially mediate the relationships between resources, engagement, job satisfaction, and performance\u0026nbsp;[46,\u0026nbsp;47]. Organizational features such as leadership support, fair resource allocation, and timely feedback reinforce resource accessibility, buffer external stressors, and encourage employees to refine tasks, reframe their work cognitively, and redesign their relationships at work\u0026nbsp;[48]. This body of evidence is consistent with our argument that digital transformation influences thriving primarily by reshaping employees\u0026rsquo; resource context and, through that, stimulating job crafting as a mediating adaptation process.\u003c/p\u003e\n\u003cp\u003eOne may argue that the causal ordering could be reversed\u0026mdash;that is, digital transformation might first shape employees\u0026rsquo; psychological states, such as thriving, which then stimulate greater job crafting. We acknowledge that such reciprocal relationships are theoretically plausible, especially over longer time horizons, given evidence that thriving can promote proactive behaviors and resource-building efforts in gain spirals\u0026nbsp;[7,\u0026nbsp;49]. Nonetheless, following COR theory, we conceptualize the primary causal chain as running from contextual resource changes to behavioral responses and then to psychological states\u0026nbsp;[50]. As digital transformation alters the resource environment in which employees work, job crafting represents employees\u0026rsquo; immediate, agentic efforts to manage these changes, whereas thriving reflects the accumulated psychological state that emerges from successful resource management. This conceptualization is also aligned with our three-wave research design, in which digital transformation was measured before job crafting and job crafting before thriving. In summary, we therefore treat job crafting as the proximal behavioral mechanism through which digital transformation promotes employees\u0026rsquo; thriving at work. Based on this framework, the following hypotheses are proposed:\u003c/p\u003e\n\u003cp\u003eH4: Job crafting mediates the positive relationship between digital transformation and employees\u0026rsquo; thriving at work.\u003c/p\u003e\n\u003cp\u003eH4a: Task crafting mediates the relationship between digital transformation and thriving at work.\u003c/p\u003e\n\u003cp\u003eH4b: Cognitive crafting mediates the relationship between digital transformation and thriving at work.\u003c/p\u003e\n\u003cp\u003eH4c: Relational crafting mediates the relationship between digital transformation and thriving at work.\u003c/p\u003e\n\u003ch2\u003e2.5\u0026nbsp; \u0026nbsp; \u0026nbsp;Moderating Role of Positive Emotions\u003c/h2\u003e\n\u003cp\u003ePositive emotions such as joy, enthusiasm, and contentment are widely recognized as important psychological resources in the workplace. From a COR perspective, they form part of employees\u0026rsquo; \u0026ldquo;resource caravans\u0026rdquo;: when facing stressors or environmental disruption, individuals strive to build and preserve not only material assets and social support but also emotional and psychological capital [50]. Positive emotions help employees regulate stress responses, maintain energy, and stay engaged during organizational change. Consistent with broaden-and-build theory, they broaden momentary thought\u0026ndash;action repertoires and facilitate the development of enduring personal resources, including resilience, social connectedness, and problem-focused coping [13]. Recent work further suggests that such emotional resources buffer the negative effects of change-related uncertainty while supporting adaptive functioning and thriving at work [12]. In digital transformation contexts characterized by high technological demands and role ambiguity, employees with richer positive emotional resources are therefore better equipped to sustain vitality and learning than those with lower levels of positive emotions.\u003c/p\u003e\n\u003cp\u003eA wealth of research on affect and work outcomes further underscores the importance of positive emotions as a resource. The \u0026ldquo;happy\u0026ndash;productive worker\u0026rdquo; line of work shows that employees who experience more frequent positive affect tend to display higher levels of engagement and job performance\u0026nbsp;[51]. Daily-diary evidence similarly indicates that day-to-day fluctuations in positive emotions are closely tied to momentary work engagement and energy, highlighting the dynamic role of affect in sustaining motivational states at work [52]. In the context of organizational change, employees are repeatedly confronted with technological updates, shifting roles, and heightened uncertainty, all of which can trigger stress and resistance. In this context, experiencing positive emotions at work fosters trust, belonging, and a sense of responsibility, which in turn facilitate adaptive and proactive behaviors. In digital transformation settings, this activation of emotional resources is likely to reduce perceived role ambiguity and stress and to provide a psychological basis for employees to engage in job crafting and to experience thriving.\u003c/p\u003e\n\u003cp\u003eEvidence from digital‐transformation settings supports this reasoning. Qualitative research on organizations implementing new digital tools shows that when companies foster learning opportunities, employee participation, and open communication, employees report higher levels of positive emotions and are more willing to embrace technology-driven changes [14]. Similarly, survey evidence indicates that clear guidance, structured training, and psychological support during digital technology implementation reduce technology-related strain and increase employees\u0026rsquo; positive affect and task engagement [53]. These findings suggest that positive emotions are not merely stable individual dispositions but can be actively cultivated through supportive practices in digital transformation, making them a plausible individual-level condition that shapes how strongly digital transformation translates into job crafting and thriving.\u003c/p\u003e\n\u003cp\u003ePrior research grounded in broaden‐and‐build theory has predominantly conceptualized positive emotions as antecedents that trigger resource‐building cycles and proactive behaviors such as job crafting and work engagement, which in turn enhance well‐being and performance [52, 54]. In other words, positive emotions are usually treated as \u0026ldquo;engines\u0026rdquo; that initiate resource‐gain spirals. In the present study, however, we adopt a complementary, COR‐based perspective and examine positive emotions as a boundary condition that shapes how effectively employees can convert contextual digital resources into thriving. Digital transformation reconfigures structural, social, and informational resources, but whether these resources are interpreted as opportunities or threats\u0026mdash;and thus whether they ultimately lead to thriving\u0026mdash;depends partly on employees\u0026rsquo; emotional states. When positive emotions are high, broadened thought\u0026ndash;action repertoires and challenge appraisals of digital change [13, 55] should strengthen employees\u0026rsquo; tendency to craft their jobs and to experience learning and vitality in response to digital transformation. By contrast, when positive emotions are low, the same digital changes are more likely to be experienced as overwhelming or threatening, dampening job crafting and weakening the positive impact of digital transformation on thriving. Conceptualizing positive emotions as this kind of boundary condition therefore extends existing research, which has largely modeled positive emotions as antecedents of resource gain, by specifying the emotional circumstances under which digital transformation is most likely to result in thriving.\u003c/p\u003e\n\u003cp\u003eAs a vital form of psychological capital, positive emotions help employees remain stable in changing environments while enhancing their sense of autonomy and control. In this study, we therefore conceptualize positive emotions not primarily as triggers of proactive behaviors, but as a personal resource that conditions how effectively employees can use the structural and technological resources afforded by digital transformation. When employees experience higher levels of positive emotions, they are more likely to appraise digital initiatives as meaningful and manageable, sustain motivation, and remain engaged in learning and adaptation; under low positive emotions, by contrast, the same contextual changes are more likely to be appraised as threatening, reducing the extent to which digital transformation is translated into thriving. Accordingly, we expect positive emotions to moderate the relationship between digital transformation and thriving at work, such that digital transformation will have a stronger positive association with thriving when employees experience higher levels of positive emotions. Based on this rationale, we propose the following hypothesis:\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eH5:\u003c/strong\u003e Positive emotions strengthen the positive effect of digital transformation on employees\u0026rsquo; thriving at work; specifically, the positive relationship between digital transformation and thriving is stronger at higher levels of positive emotions.\u003c/p\u003e\n\u003ch1\u003e2.6 \u0026nbsp; \u0026nbsp;Hypothesized Model\u003c/h1\u003e\n\u003cp\u003eIn summary, this study proposes 14 research hypotheses involving digital transformation, employees\u0026rsquo; job crafting behaviors, positive emotions, and thriving at work. Specifically, 9 hypotheses address the relationships among the independent variable, the mediating variable, and the dependent variable; 4 hypotheses focus on the mediating effects of job crafting; and 1 hypothesis concerns the moderating role of positive emotions. Based on these hypotheses, a conceptual model is constructed in which digital transformation serves as the independent variable, job crafting as the mediating variable, positive emotions as the moderating variable, and employees\u0026rsquo; thriving at work as the dependent variable. The study\u0026rsquo;s theoretical framework is shown in Figure 1.\u0026nbsp;\u003c/p\u003e"},{"header":"3 Research Methods","content":"\u003ch2\u003e3.1 Sample and Procedure\u003c/h2\u003e\n\u003cp\u003eThis study employed a questionnaire-based survey method to collect data. The primary participants were knowledge-based and technical employees from enterprises undergoing digital transformation in several provinces across China, including Jiangxi, Zhejiang, and Jiangsu. The sample comprised both state-owned and private enterprises, covering a wide range of employee roles and organizational levels.\u003c/p\u003e\n\u003cp\u003eTo ensure a representative and evenly distributed sample, a stratified sampling approach was adopted based on region and enterprise type. Organizations from different regions and ownership structures were selected, and questionnaires were distributed accordingly. This approach helped minimize variance across sampling strata and enhanced the overall representativeness of the data. To improve the quality and reliability of responses, all participants were provided with a standardized briefing on the key concepts used in the study—namely digital transformation, job crafting, positive emotions, and thriving at work—prior to completing the survey.\u003c/p\u003e\n\u003cp\u003eData were collected in three waves using time-lagged surveys between July and August 2024, with a two-week interval between each wave. At Time 1, 555 employees completed a survey measuring basic demographic information, perceptions of digital transformation within their organizations, and control variables. At Time 2, the same 555 individuals were re-contacted to assess job crafting and positive emotions, yielding 431 matched responses. At Time 3, 431 participants from the second wave were invited again to report their thriving at work, and 392 matched questionnaires were collected. After removing invalid responses, a total of 326 valid and fully matched responses across all three waves were retained, resulting in a final matching rate of 83.16%. This temporal separation is consistent with our assumption that digital transformation alters the work context first, job crafting and positive emotions constitute more proximal responses, and thriving at work emerges later as a psychological state.\u003c/p\u003e\n\u003ch2\u003e3.2\u0026nbsp; \u0026nbsp; \u0026nbsp;Measures\u003c/h2\u003e\n\u003cp\u003eTo ensure the reliability and validity of the questionnaire, this study adopted established scales validated in prior research. Minor wording adjustments were made to fit the work context of the respondents while preserving the core meaning of each item.\u003c/p\u003e\n\u003ch3\u003e3.2.1\u0026nbsp;\u0026nbsp;Digital Transformation\u003c/h3\u003e\n\u003cp\u003eThe measurement of digital transformation was adapted from validated scales developed by Jiang et al.\u0026nbsp;[56]\u0026nbsp;and Chi et al.\u0026nbsp;[57]. The instrument includes 6 items, such as “The organization simplifies business processes and improves operational efficiency by enhancing digital capabilities” and “The organization is integrating digital technologies to transform our business processes.” Responses were collected using a 7-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree), with higher scores indicating a greater level of digital transformation.\u003c/p\u003e\n\u003ch3\u003e3.2.2\u0026nbsp;\u0026nbsp;Thriving at Work\u003c/h3\u003e\n\u003cp\u003eThriving at work was measured using the standard 10-item scale developed by Porath et al.\u0026nbsp;[22], which has demonstrated solid psychometric properties in international studies. The localized Chinese version, validated by Zeng et al.\u0026nbsp;[58], showed strong reliability in workplace contexts, with a Cronbach’s α of 0.88. Participants rated each item on a 7-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree), with higher scores indicating a greater level of thriving at work.\u003c/p\u003e\n\u003ch3\u003e3.2.3\u0026nbsp;\u0026nbsp;Job Crafting\u003c/h3\u003e\n\u003cp\u003eJob crafting was measured with the 15-item Job Crafting Questionnaire\u0026nbsp;[31], comprising three dimensions—task crafting, cognitive crafting, and relational crafting (five items each). Items were rated on a 7-point Likert scale (1 = strongly disagree, 7 = strongly agree), with higher scores indicating greater engagement in job crafting.\u0026nbsp;\u003c/p\u003e\n\u003ch3\u003e3.2.4 Positive Emotions\u003c/h3\u003e\n\u003cp\u003ePositive emotions were measured using a revised version of the Positive and Negative Affect Schedule, originally developed by Watson et al.\u0026nbsp;[59]\u0026nbsp;and later adapted by Qiu et al.\u0026nbsp;[60]\u0026nbsp;for use with Chinese samples. This study selected 6 adjectives describing positive emotions. Respondents rated the extent of each feeling on a 7-point Likert scale ranging from 1 (very slightly or not at all) to 7 (extremely). Higher total scores indicate stronger experiences of positive emotions.\u003c/p\u003e\n\u003ch3\u003e3.2.5 Control Variables\u003c/h3\u003e\n\u003cp\u003eTo account for potential confounding influences on the hypothesized relationships, four demographic variables were included as controls based on prior research: gender, age, organizational tenure, and education level.\u003c/p\u003e"},{"header":"4 Reliability and Validity","content":"\u003ch2\u003e4.1 Reliability Test\u003c/h2\u003e\n\u003cp\u003eBefore conducting the main analyses, we examined the reliability and convergent validity of the four focal scales\u0026mdash;digital transformation, thriving at work, job crafting, and positive emotions\u0026mdash;using SPSS 26.0. All measures met conventional thresholds, with Cronbach\u0026rsquo;s alpha (\u0026alpha;) values\u0026nbsp;\u0026ge;\u0026nbsp;.80, composite reliability (CR)\u0026nbsp;\u0026ge;\u0026nbsp;.70, and average variance extracted (AVE)\u0026nbsp;\u0026ge;\u0026nbsp;.50. Specifically, digital transformation (six items) showed\u0026nbsp;\u0026alpha;\u0026nbsp;= .940, CR = .941, and AVE = .729; thriving at work (ten items) showed\u0026nbsp;\u0026alpha;\u0026nbsp;= .930, CR = .942, and AVE = .620; job crafting (fifteen items) showed overall \u0026alpha; = .949, CR = .947, and AVE = .620; and positive emotions (six items) showed \u0026alpha; = .947, CR = .947, and AVE = .750. At the facet level, task crafting, cognitive crafting, and relational crafting all exhibited good reliability, with \u0026alpha; values of .891, .894, and .893, CR values of .886, .842, and .840, and AVE values of .610, .630, and .628, respectively. Taken together, these indices indicate that all measurement instruments used in this study exhibit satisfactory internal consistency and convergent validity.\u003c/p\u003e\n\u003ch2\u003e4.2 Validity Test\u003c/h2\u003e\n\u003cp\u003eUsing SPSS 26.0, we assessed data suitability for factor analysis with the Kaiser\u0026ndash;Meyer\u0026ndash;Olkin (KMO) measure and Bartlett\u0026rsquo;s test of sphericity. KMO values were .920 for digital transformation, .919 for thriving at work, .945 for job crafting, and .929 for positive emotions, all exceeding the .80 benchmark. Bartlett\u0026rsquo;s test was significant for every construct, p \u0026lt; .001, indicating that the correlation matrices were factorable for subsequent analyses.\u003c/p\u003e\n\u003cp\u003eTo establish discriminant validity, we compared five CFA specifications in AMOS 24.0 across six constructs: digital transformation, task crafting, cognitive crafting, relational crafting, positive emotions, and thriving at work. The single-factor model collapsed all six into one construct; the two-factor model separated digital transformation from a second factor combining the remaining variables; the three-factor model specified digital transformation, a combined factor for task\u0026ndash;cognitive\u0026ndash;relational crafting plus positive emotions, and thriving at work; the four-factor model specified digital transformation, a combined job-crafting factor (task, cognitive, relational), positive emotions, and thriving at work. The six-factor model, which treated all constructs as distinct, fit best with \u0026chi;\u0026sup2;/df = 1.815, RMSEA = .050, SRMR = .042, CFI = .950, TLI = .945, clearly outperforming the collapsed alternatives\u0026mdash;for example, the four-factor model showed \u0026chi;\u0026sup2;/df = 2.823, RMSEA = .075, SRMR = .048, CFI = .885, TLI = .877, and the single-factor model showed \u0026chi;\u0026sup2;/df = 8.299, RMSEA = .150, SRMR = .131, CFI = .536, TLI = .509\u0026mdash;with the two- and three-factor models falling in between but still below conventional thresholds. These results indicate good discriminant validity and an adequate measurement model.\u003c/p\u003e\n\u003cp\u003eBecause all variables were measured by self-report, we used both procedural and statistical remedies to address potential common method bias. Anonymity was ensured during data collection to reduce social desirability and evaluation apprehension. As a baseline, the six-factor measurement model\u0026mdash;digital transformation, task crafting, cognitive crafting, relational crafting, positive emotions, and thriving at work\u0026mdash;showed good fit with \u0026chi;\u0026sup2;/df = 1.815, RMSEA = .050, SRMR = .042, CFI = .950, and TLI = .945, supporting construct distinctiveness. Following the recommended latent method factor approach [61], we added a common method factor; model fit was virtually unchanged with \u0026chi;\u0026sup2;/df = 1.808, RMSEA = .050, SRMR = .045, CFI = .950, and TLI = .946. The changes were negligible\u0026mdash;\u0026Delta;CFI = .000, \u0026Delta;TLI = .001, \u0026Delta;RMSEA = .000, and \u0026Delta;SRMR = .003\u0026mdash;well below suggested cutoffs of .10 for CFI and TLI and .05 for RMSEA and SRMR, indicating that common method variance is not a serious concern.\u003c/p\u003e"},{"header":"5 Results","content":"\u003ch2\u003e5.1 Correlation Analysis\u003c/h2\u003e\n\u003cp\u003eHaving established reliable and valid measures, we proceeded to analyze the data and test the hypotheses. As shown in Table 1, digital transformation was positively and significantly correlated with thriving at work (r = .350, p \u0026lt; .001), as well as with the three dimensions of job crafting\u0026mdash;task crafting (r = .315, p \u0026lt; .001), cognitive crafting (r = .285, p \u0026lt; .001), and relational crafting (r = .311, p \u0026lt; .001). Each dimension of job crafting also showed strong positive correlations with thriving at work (r = .642, r = .657, and r = .656, respectively, p \u0026lt; .001). In addition, digital transformation was significantly associated with positive emotions (r = .231, p \u0026lt; .001), and positive emotions were significantly correlated with all three dimensions of job crafting (r = .443, r = .486, and r = .519, p \u0026lt; .001) as well as with thriving at work (r = .360, p \u0026lt; .001). These results provide preliminary support for the hypothesized relationships.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable\u0026nbsp;\u003c/strong\u003e\u003cstrong\u003e1\u003c/strong\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003eCorrelation Analysis among Variables\u0026nbsp;\u003c/p\u003e\n\u003cdiv align=\"center\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"108%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 22px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eVariable Names\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18px;\"\u003e\n \u003cp\u003eDigital Transformation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003eTask Crafting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003eCognitive Crafting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003eRelational Crafting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13px;\"\u003e\n \u003cp\u003ePositive Emotions\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003eThriving at Work\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 22px;\"\u003e\n \u003cp\u003eDigital Transformation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18px;\"\u003e\n \u003cp\u003e1.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 22px;\"\u003e\n \u003cp\u003eTask Crafting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18px;\"\u003e\n \u003cp\u003e.315***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003e1.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 22px;\"\u003e\n \u003cp\u003eCognitive Crafting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18px;\"\u003e\n \u003cp\u003e.285***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003e.747***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003e1.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 22px;\"\u003e\n \u003cp\u003eRelational\u0026nbsp;Crafting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18px;\"\u003e\n \u003cp\u003e.311***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003e.737***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003e.767***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003e1.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 22px;\"\u003e\n \u003cp\u003ePositive Emotions\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18px;\"\u003e\n \u003cp\u003e.231***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003e.443***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003e.486***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003e.519***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13px;\"\u003e\n \u003cp\u003e1.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 22px;\"\u003e\n \u003cp\u003eThriving at\u0026nbsp;Work\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18px;\"\u003e\n \u003cp\u003e.350***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003e.642***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003e.657***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12px;\"\u003e\n \u003cp\u003e.656***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13px;\"\u003e\n \u003cp\u003e.360***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10px;\"\u003e\n \u003cp\u003e1.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003e\u003cem\u003eN = 326; *p \u0026lt; .05; **p \u0026lt; .01; *** p \u0026lt; .001\u003c/em\u003e\u003c/p\u003e\n\u003ch2\u003e5.2 Main Effects Testing\u003c/h2\u003e\n\u003cp\u003eFirst, Model 1 was constructed using thriving at work as the dependent variable, digital transformation as the independent variable, and job crafting as the mediating variable (Fig. 2). The model fit indices indicate a good fit: \u0026chi;\u0026sup2;/df = 2.136, p \u0026lt; .001, RMSEA = .059, CFI = .939, IFI = .939, TLI = .933. Digital transformation had a positive direct effect on thriving at work (\u0026beta; = .115, p = .012), supporting Hypothesis H1. Additionally, digital transformation positively predicted job crafting (\u0026beta; = .366, p \u0026lt; .001), supporting Hypothesis H2. Job crafting significantly predicted thriving at work (\u0026beta; = .778, p \u0026lt; .001), supporting Hypothesis H3.\u003c/p\u003e\n\u003cp\u003eNext, Model 2 was constructed to test Hypotheses H2a\u0026ndash;H2c and H3a\u0026ndash;H3c, using task crafting, cognitive crafting, and relational crafting as separate mediators between digital transformation and thriving at work. The model demonstrated acceptable fit: \u0026chi;\u0026sup2;/df = 2.645, p \u0026lt; .001, RMSEA = .071, CFI = .912, IFI = .912, TLI = .903. As shown in Table 2, digital transformation significantly predicted task crafting (\u0026beta; = .367, p \u0026lt; .001), cognitive crafting (\u0026beta; = .374, p \u0026lt; .001), and relational crafting (\u0026beta; = .353, p \u0026lt; .001), supporting Hypotheses H2a, H2b, and H2c. Furthermore, all three dimensions of job crafting positively predicted thriving at work: task crafting (\u0026beta; = .269, p = .002), cognitive crafting (\u0026beta; = .291, p = .007), and relational crafting (\u0026beta; = .292, p = .006), supporting Hypotheses H3a, H3b, and H3c. Among them, cognitive and relational crafting exerted stronger positive effects on thriving at work compared to task crafting.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 2\u003c/strong\u003e Path Coefficients and Hypothesis Testing Results for the Main Effects\u003c/p\u003e\n\u003cp\u003e\u003cimg 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\"\u003e\u003c/p\u003e\n\u003ch2\u003e5.3 Mediating Effect of Job Crafting\u003c/h2\u003e\n\u003cp\u003eTo examine the mediating role of job crafting, we estimated nine hierarchical multiple regression models (M1\u0026ndash;M9) after controlling for gender, age, education, and tenure. In M1, digital transformation positively predicted overall job crafting, \u0026beta; = .340, p \u0026lt; .001, adjusted R\u0026sup2; = .111, F = 9.122, supporting H2. In M2\u0026ndash;M4, digital transformation predicted task, cognitive, and relational crafting\u0026mdash;\u0026beta;s = .319, .296, .318; adjusted R\u0026sup2; = .091, .090, .096; Fs = 7.533, 7.438, 7.904; all ps \u0026lt; .001. In M5, digital transformation predicted thriving at work, \u0026beta; = .351, p \u0026lt; .001, adjusted R\u0026sup2; = .135, F = 11.112, supporting H1. Introducing job crafting in M6 increased explained variance to adjusted R\u0026sup2; = .524; job crafting strongly predicted thriving at work, \u0026beta; = .663, p \u0026lt; .001, while the direct effect of digital transformation dropped from .351 in M5 to .126, p \u0026lt; .001, indicating partial mediation and supporting H3\u0026ndash;H4. At the facet level, M7\u0026ndash;M9 showed that task, cognitive, and relational crafting predicted thriving at work\u0026mdash;\u0026beta;s = .582, .599, .598; all ps \u0026lt; .001\u0026mdash;while the direct effects of digital transformation remained significant at .166, .174, and .161 (all ps \u0026lt; .001). The models explained substantial variance (adjusted R\u0026sup2; = .440, .460, .456 for M7\u0026ndash;M9; Fs = 43.618, 47.084, 46.413), indicating partial mediation for each facet and supporting H4a\u0026ndash;H4c. Across models, control variables showed no reliable effects on thriving at work.\u003c/p\u003e\n\u003cp\u003eTo further examine the mediating role of job crafting, this study employed the Bootstrap method in AMOS 24.0, with 5,000 resamples to test the indirect effects of task crafting, cognitive crafting, and relational crafting in the relationship between digital transformation and thriving at work.\u003c/p\u003e\n\u003cp\u003eFirst, Model 1 was constructed, with digital transformation as the independent variable, overall job crafting as the mediator, and thriving at work as the dependent variable. The results showed that the indirect effect of digital transformation on thriving at work via job crafting was 0.281, with a 95% confidence interval of [0.170, 0.406], which did not include zero, indicating a significant mediating effect. Thus, Hypothesis H4 was supported.\u003c/p\u003e\n\u003cp\u003eNext, Model 2 was constructed using task crafting, cognitive crafting, and relational crafting as parallel mediators. As shown in Table 3, the direct effect of digital transformation on thriving at work was 0.115, with a 95% confidence interval of [0.032, 0.208], indicating significance. Among the three indirect paths:\u003c/p\u003e\n\u003cp\u003eThe indirect effect via task crafting was 0.082, with a 95% CI of [0.029, 0.161], supporting Hypothesis H4a; The indirect effect via cognitive crafting was 0.090, with a 95% CI of [0.007, 0.211], supporting Hypothesis H4b; The indirect effect via relational crafting was 0.085, with a 95% CI of [0.016, 0.191], supporting Hypothesis H4c.\u003c/p\u003e\n\u003cp\u003eIn summary, the Bootstrap results confirmed that the mediating paths\u0026nbsp;\u0026mdash;\u0026nbsp;Digital Transformation\u0026nbsp;\u0026rarr;\u0026nbsp;Job Crafting\u0026nbsp;\u0026rarr;\u0026nbsp;Thriving at Work, and the three dimension-specific paths\u0026nbsp;\u0026mdash;\u0026nbsp;all reached significance at the 0.01 level. This indicates that each dimension of job crafting plays a significant mediating role in the relationship between digital transformation and employee thriving at work.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 3\u003c/strong\u003e Decomposition of Total, Direct, and Indirect Effects\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"747\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"2\" style=\"width: 227px;\"\u003e\n \u003cp\u003ePath\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd rowspan=\"2\" style=\"width: 57px;\"\u003e\n \u003cp\u003eEffect Value\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd rowspan=\"2\" style=\"width: 66px;\"\u003e\n \u003cp\u003eBootSE\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 123px;\"\u003e\n \u003cp\u003e95% CI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd rowspan=\"2\" style=\"width: 57px;\"\u003e\n \u003cp\u003eP\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd rowspan=\"2\" style=\"width: 104px;\"\u003e\n \u003cp\u003eProportion of Effect（%）\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" rowspan=\"2\" style=\"width: 113px;\"\u003e\n \u003cp\u003eHypothesis Results\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003eLL\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003eUL\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 227px;\"\u003e\n \u003cp\u003eModel 1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 104px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 113px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 227px;\"\u003e\n \u003cp\u003eDirect Effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.114\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.047\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.024\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.210\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e.012\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 104px;\"\u003e\n \u003cp\u003e28.93\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 113px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 227px;\"\u003e\n \u003cp\u003eDigital Transformation \u0026rarr;Job Crafting \u0026rarr;Thriving at Work\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.281\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.060\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.170\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.406\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 104px;\"\u003e\n \u003cp\u003e71.32\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 113px;\"\u003e\n \u003cp\u003eH4 supported\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 227px;\"\u003e\n \u003cp\u003eTotal Effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.394\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.075\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.248\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.543\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 104px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 113px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 227px;\"\u003e\n \u003cp\u003eModel 2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 104px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 113px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 227px;\"\u003e\n \u003cp\u003eDirect Effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.115\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.045\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.032\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.208\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e.008\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 104px;\"\u003e\n \u003cp\u003e30.83\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 113px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 227px;\"\u003e\n \u003cp\u003eDigital Transformation\u0026rarr; Task Crafting\u0026rarr; Thriving at Work\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.082\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.033\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.029\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.161\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 104px;\"\u003e\n \u003cp\u003e21.98\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 113px;\"\u003e\n \u003cp\u003eH4a supported\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 227px;\"\u003e\n \u003cp\u003eDigital Transformation\u0026rarr; Cognitive Crafting\u0026rarr; Thriving at Work\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.090\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.052\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.007\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.211\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e.032\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 104px;\"\u003e\n \u003cp\u003e24.13\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 113px;\"\u003e\n \u003cp\u003eH4b supported\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 227px;\"\u003e\n \u003cp\u003eDigital Transformation\u0026rarr; Relational Crafting\u0026rarr; Thriving at Work\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.085\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.044\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.016\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.191\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e.023\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 104px;\"\u003e\n \u003cp\u003e22.79\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 113px;\"\u003e\n \u003cp\u003eH4c supported\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 227px;\"\u003e\n \u003cp\u003eTotal Effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.373\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.071\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e0.236\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 66px;\"\u003e\n \u003cp\u003e0.515\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 57px;\"\u003e\n \u003cp\u003e.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 113px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 104px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cem\u003eN = 326; BootSE = bootstrap standard error; CI = confidence interval; LL = lower limit; UL = upper limit.\u003c/em\u003e\u003c/p\u003e\n\u003ch2\u003e5.4 Moderating Effect of Positive Emotions\u003c/h2\u003e\n\u003cp\u003eTo test the moderating role of positive emotions, we followed Yang et al.\u0026nbsp;[62]. To minimize multicollinearity from the interaction, all predictors and the moderator were mean-centered, and the product term Digital Transformation \u0026times; Positive Emotions was created. Using SPSS 26.0, we ran hierarchical regression models M10\u0026ndash;M13 while controlling for gender, age, education, and tenure. The controls-only model (M10) explained little variance in thriving at work, adjusted R\u0026sup2; = .015, F = 2.202. After adding digital transformation in M11, the effect on thriving at work was positive and significant, \u0026beta; = .351, p \u0026lt; .001, with \u0026Delta;R\u0026sup2; = .121, adjusted R\u0026sup2; = .135, F = 45.530. Adding positive emotions in M12 further improved the model; positive emotions predicted thriving at work, \u0026beta; = .285, p \u0026lt; .001, and digital transformation remained significant, \u0026beta; = .288, p \u0026lt; .001, with \u0026Delta;R\u0026sup2; = .073, adjusted R\u0026sup2; = .206, F = 29.953. Introducing the interaction in M13 yielded a significant positive interaction, \u0026beta; = .207, p \u0026lt; .001, accounting for additional variance (\u0026Delta;R\u0026sup2; = .040) and raising adjusted R\u0026sup2; to .245, F = 17.157; the main effects also remained significant, \u0026beta; = .253 for digital transformation and \u0026beta; = .267 for positive emotions (both ps \u0026lt; .001). These results indicate that positive emotions strengthen the positive relationship between digital transformation and thriving at work, supporting H5. Control variables showed no reliable effects across models.\u003c/p\u003e\n\u003cp\u003eTo further test the moderating role of positive emotions in the effect of digital transformation on thriving at work, we specified a structural equation model (Model 3) in which digital transformation, positive emotions, and their interaction predicted thriving at work. The moderating effect was evaluated in AMOS 24.0 using bootstrapping with 5,000 resamples; 95% confidence intervals were used to determine significance.\u003c/p\u003e\n\u003cp\u003eThe model demonstrated good fit indices: \u0026chi;\u0026sup2;/df = 2.121, p \u0026lt; .001, RMSEA = .059, CFI = .944, IFI = .945, and TLI = .938, indicating acceptable model fit. The primary focus was on testing the moderating effect of positive emotions. As positive emotions are a continuous variable, a simple slope analysis was conducted to interpret the interaction effect.\u003c/p\u003e\n\u003cp\u003eAs shown in Table 4, when positive emotions were low, the effect of digital transformation on thriving at work was non-significant, 95% CI [\u0026ndash;0.339, 0.278]. In contrast, when positive emotions were high, the effect was significant and positive (\u0026beta; = 0.515, 95% CI [0.287, 0.744], p \u0026lt; .001), indicating a robust positive influence.\u003c/p\u003e\n\u003cp\u003eThese results indicate that positive emotions significantly moderate the effect of digital transformation on thriving at work. Employees with higher levels of positive emotions are more likely to benefit from digital transformation initiatives in terms of increased thriving at work (Fig. 3). Therefore, Hypothesis H5 is supported.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 4\u003c/strong\u003e Moderation Effect Path Testing\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"99%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"2\" style=\"width: 21px;\"\u003e\n \u003cp\u003ePositive Emotions\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd rowspan=\"2\" style=\"width: 19px;\"\u003e\n \u003cp\u003eEffect Value\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd rowspan=\"2\" style=\"width: 19px;\"\u003e\n \u003cp\u003eBootSE\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 39px;\"\u003e\n \u003cp\u003e95% CI\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003eLL\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003eUL\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 21px;\"\u003e\n \u003cp\u003e\u0026ndash;1 SD\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e-0.011\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e0.158\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e-0.339\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e0.278\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 21px;\"\u003e\n \u003cp\u003eMean\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e0.252\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e0.078\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e0.091\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e0.397\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 21px;\"\u003e\n \u003cp\u003e+1 SD\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e0.515\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e0.116\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e0.287\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e0.744\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cem\u003eN = 326;\u0026nbsp;\u003c/em\u003e\u003cem\u003eBootSE\u003c/em\u003e\u003cem\u003e\u0026nbsp;\u003c/em\u003e\u003cem\u003e=\u0026nbsp;\u003c/em\u003e\u003cem\u003ebootstrap standard error\u003c/em\u003e\u003cem\u003e; CI = confidence interval; LL = lower limit; UL = upper limit.\u003c/em\u003e\u003c/p\u003e"},{"header":"6 Discussion","content":"\u003cp\u003eTaken together, all proposed hypotheses (H1–H5) were empirically validated, providing solid support for the theoretical framework developed in this study.\u003c/p\u003e\n\u003ch2\u003e6.1 Theoretical Contributions and Research Significance\u003c/h2\u003e\n\u003cp\u003eThis study contributes to research on digital transformation, job crafting, and thriving at work in four main ways.\u003c/p\u003e\n\u003cp\u003eFirst, in the digital transformation literature, employee outcomes have largely been examined from a deficit-oriented perspective, focusing on techno-stressors, burnout, job insecurity, or resistance to change, or from a narrow lens of performance and innovation outcomes. Existing work that does address more positive employee states tends to treat digital transformation as a distal predictor or contextual backdrop and rarely unpacks how employees move from merely “coping” with digital change to actually “thriving” in it. Against this background, our study foregrounds thriving at work as a core outcome of digital transformation and shows that, under certain resource conditions, digital transformation can enhance employees’ vitality and learning rather than only creating strain. In doing so, we extend the digital transformation literature by reframing digital transformation not only as a source of risk and disruption but also as a potential driver of positive psychological development, and specifying when and how digital transformation is more likely to foster thriving instead of exhaustion or insecurity.\u003c/p\u003e\n\u003cp\u003eSecond, the study advances job crafting and thriving research by positioning job crafting as a central behavioral mechanism through which large-scale contextual changes are converted into positive psychological outcomes. Prior job crafting studies have mainly been conducted in relatively stable settings and have focused on outcomes such as engagement, satisfaction, or performance; thriving at work has received comparatively less attention, and digital transformation has often been treated only as part of the background. Our findings show that, in digitally transforming organizations, job crafting mediates the relationship between digital transformation and thriving at work, both at the overall level and across the three dimensions of task, cognitive, and relational crafting. Framing job crafting within a COR perspective clarifies its function as a resource-acquisition and resource-protection strategy: employees proactively adjust what they do, how they interpret their work, and how they relate to others in order to restore and build resource “caravans” in a changing environment. This COR-based view connects the job crafting literature more explicitly to digital transformation and to the broader question of how employees behaviorally manage resource shifts created by organizational change.\u003c/p\u003e\n\u003cp\u003eThird, the study extends affective perspectives within COR-based models of thriving by reconceptualizing positive emotions as a boundary condition rather than merely an antecedent of resource gain. Prior work grounded in broaden-and-build theory has predominantly treated positive emotions as “engines” that initiate resource-building processes—for example, showing that positive affect leads to more job crafting, engagement, and other proactive behaviors. In contrast, our moderated mediation model highlights a complementary role: positive emotions shape how effectively contextual digital resources are converted into thriving. Empirically, we find that the effect of digital transformation on thriving at work is weak and non-significant when positive emotions are low, but strong and significantly positive when positive emotions are high. This pattern suggests that positive emotions operate as an emotional resource that amplifies the benefits of digital transformation for thriving, clarifying when digital initiatives are likely to yield psychological gains and when they risk having limited impact. This moves the conversation beyond simply\u0026nbsp;“positive affect\u0026nbsp;→\u0026nbsp;good outcomes”\u0026nbsp;to a more nuanced, conditional view of affect in digital change.\u003c/p\u003e\n\u003cp\u003eFourth, the study offers an integrated resource–motivation–behavior–outcome framework and a time-lagged empirical design that align with this theoretical logic. Conceptually, we articulate a COR-based pathway of\u0026nbsp;“resource acquisition\u0026nbsp;→\u0026nbsp;intrinsic motivation activation\u0026nbsp;→\u0026nbsp;behavioral transformation\u0026nbsp;→\u0026nbsp;thriving realization,”\u0026nbsp;integrating insights from COR theory with research on basic psychological needs and positive emotions. Digital transformation is conceptualized as altering structural and technological resources; job crafting represents employees’ agentic, resource-oriented behavioral response; positive emotions function as a personal resource that conditions the strength of this process; and thriving at work emerges as the downstream psychological state. Methodologically, the three-wave design—measuring digital transformation at Time 1, job crafting at Time 2, and thriving at work and positive emotions at Time 3—provides temporal ordering that is consistent with this framework and reduces concerns about purely cross-sectional inferences. Contextually, focusing on knowledge-based and technical employees in Chinese organizations undergoing digital transformation extends the evidence base beyond Western settings, illustrating how these processes operate in a context where digital initiatives are rapidly reshaping work.\u003c/p\u003e\n\u003cp\u003eTaken together, these contributions respond directly to calls for clearer theorization of how digital transformation affects employees, what role job crafting plays in this process, and under what emotional conditions employees are most likely to thrive rather than derail in digitally intensive workplaces.\u003c/p\u003e\n\u003ch2\u003e6.2 Practical Implications\u003c/h2\u003e\n\u003cp\u003eFirst, our findings suggest that digital transformation can be associated with higher levels of thriving at work, but mainly when it is experienced as resource-enhancing rather than purely efficiency-driven. In practice, this means that organizations should treat digital initiatives not only as technical upgrades but also as opportunities to strengthen employees’ vitality and learning. Concretely, when planning and implementing digital projects, managers can (a) design workflows and platforms that increase transparency and access to information, (b) use data analytics to identify groups whose workloads, training needs, or stress levels signal potential resource loss, and (c) embed continuous learning opportunities—such as micro-learning modules or skill-upgrading programs—into digital systems. These practices help ensure that structural and technological changes translate into richer resource environments for employees, thereby creating more favorable conditions for thriving instead of merely shifting demands.\u003c/p\u003e\n\u003cp\u003eSecond, the results highlight job crafting as a key behavioral pathway linking digital transformation to thriving at work. Both overall job crafting and its three dimensions—task, cognitive, and relational crafting—significantly mediated the effect of digital transformation on thriving, and the indirect effects accounted for a large proportion of the total impact. This implies that simply introducing new technologies is not enough; organizations also need to actively create room and support for employees to reshape their jobs. Practically, managers can: (a) allow employees discretion to adjust task priorities and methods within digital systems (supporting task crafting), (b) communicate how digital initiatives connect to broader organizational purposes and employees’ career goals (supporting cognitive crafting), and (c) encourage cross-functional collaboration and peer support via digital platforms (supporting relational crafting). Training programs or workshops on job crafting—such as helping employees identify resource-gain opportunities in their digital tools and roles—can further legitimize these behaviors and turn digital transformation into a shared process of proactive job redesign rather than a top-down imposition.\u003c/p\u003e\n\u003cp\u003eThird, the moderating effect of positive emotions shows that digital transformation does not automatically lead to thriving for everyone. In our data, the positive association between digital transformation and thriving at work was weak and non-significant when positive emotions were low, but strong and clearly positive when positive emotions were high. This indicates that organizations must pay systematic attention to employees’ emotional states during digital transformation; otherwise, the potential benefits of digital initiatives may be substantially underutilized. Managers can strengthen positive emotions by (a) building change communication routines that provide timely, honest, and two-way information about digital projects, (b) offering psychological and social support, such as mental health workshops, coaching, or peer-support groups, and (c) recognizing small wins in the adoption and creative use of digital tools, which can foster pride, enthusiasm, and a sense of progress. These interventions help employees appraise digital initiatives as meaningful and manageable, thereby amplifying the translation of digital resources into thriving. In short, effective digital transformation requires simultaneous attention to structures, behaviors, and emotions: redesigning work to expand resources, enabling job crafting as an agentic response, and cultivating positive emotional climates that allow employees to fully benefit from digital change.\u003c/p\u003e\n\u003ch2\u003e6.3 Limitations\u003c/h2\u003e\n\u003cp\u003eThis study has several limitations that also suggest directions for future research. First, although we adopted a three-wave time-lagged design and measured digital transformation, job crafting, positive emotions, and thriving at work at different time points, the intervals were relatively short and the data remain observational. As a result, the moderated mediation relationships tested here cannot be interpreted as strictly causal, and alternative temporal dynamics—such as reciprocal effects between job crafting and thriving—cannot be fully ruled out. Future studies could employ longer-term panel designs, cross-lagged models, experimental or quasi-experimental interventions, or experience-sampling methods to capture more fine-grained change processes and provide stronger evidence on the directionality of effects.\u003c/p\u003e\n\u003cp\u003eSecond, all focal variables were assessed using employees’ self-reports, which may introduce concerns about common method variance and perceptual bias. Although we implemented procedural remedies (e.g., time separation, anonymity) and conducted statistical checks (e.g., confirmatory factor analyses with a latent method factor) that suggested common method variance is not a serious problem, these steps do not completely eliminate the possibility of shared-method inflation. Subsequent research could combine self-reports with other data sources—for example, supervisor or peer ratings of job crafting and thriving, objective indicators of digital transformation, or behavioral data from digital systems—to triangulate key constructs and enhance measurement robustness.\u003c/p\u003e\n\u003cp\u003eThird, our model focuses on job crafting as the mediating mechanism and positive emotions as the moderating condition linking digital transformation to thriving at work, using data from knowledge-based and technical employees in Chinese enterprises. While this focus is consistent with our COR-based reasoning, it does not exhaust the range of relevant processes or contexts. Other mediators—such as digital self-efficacy, perceived person–job fit, or role clarity—and additional moderators—such as perceived organizational support for digitalization, employees’ attitudes toward digital technologies, or team climate—may also shape how digital transformation translates into employee outcomes. Future studies could extend the model to include these constructs and test its generalizability across different industries, occupations, and cultural or institutional settings.\u003c/p\u003e\n\u003ch2\u003e6.4 Conclusion\u003c/h2\u003e\n\u003cp\u003eDrawing on conservation of resources (COR) theory, this study examined how digital transformation relates to employees’ thriving at work and through which behavioral and emotional processes this effect unfolds, using three-wave survey data from 326 employees in Chinese firms undergoing digital change.\u003c/p\u003e\n\u003cp\u003eFirst, the results show that digital transformation is positively associated with thriving at work, supporting the view that, when accompanied by adequate resource provision, digital initiatives can contribute to employees’ vitality and learning rather than merely generating stress or job insecurity.\u003c/p\u003e\n\u003cp\u003eSecond, job crafting—both at the overall level and across its task, cognitive, and relational dimensions—partially mediates this relationship, and the indirect path through job crafting accounts for most of the total effect. This finding highlights job crafting as a central behavioral mechanism through which employees actively manage resource changes and convert structural and technological transformation into psychological gains.\u003c/p\u003e\n\u003cp\u003eThird, positive emotions moderate the effect of digital transformation on thriving at work: digital transformation predicts higher thriving primarily for employees who report moderate to high levels of positive emotions, whereas the effect is negligible when positive emotions are low. This pattern underscores positive emotions as a key psychological resource that shapes whether employees appraise digital change as a manageable challenge and are able to draw motivational and adaptive benefits from it.\u003c/p\u003e\n\u003cp\u003eOverall, the findings depict an integrated COR-based pathway in which digital transformation reshapes the resource context, employees respond through job crafting, and—conditional on their emotional resources—these behavioral adjustments culminate in thriving at work. This framework enriches research on digital transformation and employee well-being and offers organizations concrete levers—designing supportive digital contexts, encouraging job crafting, and cultivating positive emotional climates—to foster sustainable thriving in digitally evolving workplaces.\u003c/p\u003e"},{"header":"Conclusion","content":"\u003cp\u003eDrawing on conservation of resources (COR) theory, this study examined how digital transformation relates to employees\u0026rsquo; thriving at work and through which behavioral and emotional processes this effect unfolds, using three-wave survey data from 326 employees in Chinese firms undergoing digital change.\u003c/p\u003e \u003cp\u003eFirst, the results show that digital transformation is positively associated with thriving at work, supporting the view that, when accompanied by adequate resource provision, digital initiatives can contribute to employees\u0026rsquo; vitality and learning rather than merely generating stress or job insecurity.\u003c/p\u003e \u003cp\u003eSecond, job crafting\u0026mdash;both at the overall level and across its task, cognitive, and relational dimensions\u0026mdash;partially mediates this relationship, and the indirect path through job crafting accounts for most of the total effect. This finding highlights job crafting as a central behavioral mechanism through which employees actively manage resource changes and convert structural and technological transformation into psychological gains.\u003c/p\u003e \u003cp\u003eThird, positive emotions moderate the effect of digital transformation on thriving at work: digital transformation predicts higher thriving primarily for employees who report moderate to high levels of positive emotions, whereas the effect is negligible when positive emotions are low. This pattern underscores positive emotions as a key psychological resource that shapes whether employees appraise digital change as a manageable challenge and are able to draw motivational and adaptive benefits from it.\u003c/p\u003e \u003cp\u003eOverall, the findings depict an integrated COR-based pathway in which digital transformation reshapes the resource context, employees respond through job crafting, and\u0026mdash;conditional on their emotional resources\u0026mdash;these behavioral adjustments culminate in thriving at work. This framework enriches research on digital transformation and employee well-being and offers organizations concrete levers\u0026mdash;designing supportive digital contexts, encouraging job crafting, and cultivating positive emotional climates\u0026mdash;to foster sustainable thriving in digitally evolving workplaces.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e7 \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp;Data Availability Statement\u003c/p\u003e\n\u003cp\u003eDataset available upon request from the authors.\u003c/p\u003e\n\u003cp\u003e8\u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp;\u0026nbsp;Conflict of Interest\u003c/p\u003e\n\u003cp\u003eThe authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.\u003c/p\u003e\n\u003cp\u003e9 Ethics statement\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThis study was conducted in accordance with the Declaration of Helsinki (1964) and its later amendments, as well as the ethical guidelines for research involving human participants of the School of Economics and Management at East China Jiaotong University. The study protocol was reviewed and approved by the Ethics Committee of the School of Economics and Management at East China Jiaotong University. All participants were informed about the purpose and procedures of the study, assured of anonymity and confidentiality, and provided written informed consent prior to participation.\u003c/p\u003e\n\u003cp\u003e10\u0026nbsp; \u0026nbsp; \u0026nbsp;\u0026nbsp;Author Contributions\u003c/p\u003e\n\u003cp\u003eAll authors contributed to conception and design of the study and ZW wrote the first draft of the manuscript. MZ organized the database and performed the statistical analysis.\u0026nbsp;All authors contributed to the article and approved the submitted version.\u003c/p\u003e\n\u003cp\u003e11\u0026nbsp; \u0026nbsp; \u0026nbsp;\u0026nbsp;Funding\u003c/p\u003e\n\u003cp\u003eNational Natural Science Foundation of China (NSFC) Project:\u0026nbsp;Integration Pathways Between the Human Resource Service Industry and Advanced Manufacturing in the Digital Economy Era (72263009)\u003c/p\u003e\n\u003cp\u003eJiangxi Provincial Humanities and Social Sciences Project:\u0026nbsp;Digital Transformation of the Human Resource Service Industry: Driving Forces, Operational Mechanisms, and Development Pathways (GL23105)\u003c/p\u003e\n\u003cp\u003eKey Project of Jiangxi Provincial Social Science Planning: Promoting High-Quality and Sufficient Employment in Jiangxi Through the Human Resource Service Industry in the Era of Intelligent Digitalization: Mechanisms, Effects, and Development Paths (25GL04)\u003c/p\u003e\n\u003cp\u003e12\u0026nbsp; \u0026nbsp; \u0026nbsp;\u0026nbsp;Acknowledgments\u003c/p\u003e\n\u003cp\u003eThe authors thank all respondents who participated in this study.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eWorld Economic Forum. 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Soft Science. 2022;36(9):124\u0026ndash;30.\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"digital transformation, job crafting, positive emotions, thriving at work, structural equation modeling ","lastPublishedDoi":"10.21203/rs.3.rs-8374696/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-8374696/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eAmid accelerating digital transformation, organizational work patterns and employee competencies are undergoing systemic changes, making it crucial to understand how employees can thrive at work. Drawing on conservation of resources theory, this study proposes a moderated mediation model in which job crafting mediates the relationship between digital transformation and thriving at work, while positive emotions serve as a moderator. A three-wave time-lagged survey was conducted with 326 employees. Data were analyzed using structural equation modeling and bootstrap techniques to test the hypothesized relationships. Digital transformation significantly promotes employees\u0026rsquo; thriving at work. It also facilitates job crafting behaviors, which partially mediate the effect of digital transformation on thriving. Furthermore, positive emotions significantly moderate this relationship\u0026mdash;employees with higher positive emotions experience a stronger positive impact of digital transformation on thriving. These findings elucidate the mechanism by which digital transformation enhances employee thriving. The study highlights the importance of encouraging job crafting and supporting emotional well-being through flexible work design and personalized task assignment. These strategies can strengthen employees\u0026rsquo; intrinsic motivation and engagement, ultimately promoting sustainable workforce development in digitally transforming organizations.\u003c/p\u003e","manuscriptTitle":"Digital transformation and employee thriving: a conservation of resources model of job crafting and positive emotions","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2026-01-09 12:05:35","doi":"10.21203/rs.3.rs-8374696/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"e55c5670-0497-40d6-b8b4-1ce9bff7ef27","owner":[],"postedDate":"January 9th, 2026","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2026-03-14T23:08:29+00:00","versionOfRecord":[],"versionCreatedAt":"2026-01-09 12:05:35","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-8374696","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-8374696","identity":"rs-8374696","version":["v1"]},"buildId":"XKTyCvWXoU3ODBz1xrDgd","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}