The impact of digital transformation on salespeople: an empirical investigation using the JD-R model

Many firms are engaging in the digital transformation (DT) of their sales forces, and this trend has accelerated during COVID-19 pandemic. However, research on DT as a profound organizational change process, well salespeople’s individual psychological reactions to such initiatives, is still limited. Although offers salespeople more better resources for work-related goal attainment, it increases job demands typically generates high uncertainty, which companies must then manage. We draw demands-resources (JD-R) theory account these bright dark side effects simultaneously. analyze direct, mediated, moderated uncertainty reduction initiatives (resources) excessive workload (demands) perceived usefulness (i.e. motivation embrace it), stress generates, ultimate success integration. In doing so, we shed light complex pattern relationships that characterizes DT. Using context-specific constructs, test our model hypotheses sample 144 firm engaged Our results fill several gaps technology sales, DT, JD-R literatures, provide managers with guidelines manage sales.