The impact of platform leadership on employee deviant innovation in digital transformation enterprises
Abstract Platform leadership (PL) has been increasing in digital transformation enterprises. This study explores the effects, pathways, and boundary conditions of PL on employee deviant innovation (EDI). In this study, 444 valid questionnaires were collected from ten digital transformation enterpris...
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| Format: | Article |
| Language: | English |
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Nature Portfolio
2025-01-01
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| Series: | Scientific Reports |
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| Online Access: | https://doi.org/10.1038/s41598-025-86208-3 |
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| author | An-Jin Shie En-Min Xu Hongchun Li Guanghai Yang Yung-Fu Huang |
| author_facet | An-Jin Shie En-Min Xu Hongchun Li Guanghai Yang Yung-Fu Huang |
| author_sort | An-Jin Shie |
| collection | DOAJ |
| description | Abstract Platform leadership (PL) has been increasing in digital transformation enterprises. This study explores the effects, pathways, and boundary conditions of PL on employee deviant innovation (EDI). In this study, 444 valid questionnaires were collected from ten digital transformation enterprises. Using conservation of resources theory and digital leadership theory, we built a parallel mediation model in which PL influenced EDI through psychological safety (PS) and creative self-efficacy (CSE), and verified the moderating effect of digital leadership (DL). The empirical results are as follows: (1) PL positively impacts EDI. (2) PL positively influences PS and CSE. (3) PS and CSE positively contribute to EDI. (4) PS and CSE mediate the relationship between PL and EDI. (5) DL moderates the relationship between PL and EDI, as well as between CSE and EDI. This study departs from traditional leadership theories by examining a new leadership style, PL, to inspire deviant innovation behavior among employees in digital transformation enterprises. This reveals the influencing mechanisms and provides new theoretical support for leadership and innovation management. |
| format | Article |
| id | doaj-art-739b20eb15a741918776685fd9fcb29c |
| institution | Kabale University |
| issn | 2045-2322 |
| language | English |
| publishDate | 2025-01-01 |
| publisher | Nature Portfolio |
| record_format | Article |
| series | Scientific Reports |
| spelling | doaj-art-739b20eb15a741918776685fd9fcb29c2025-01-26T12:25:24ZengNature PortfolioScientific Reports2045-23222025-01-0115111410.1038/s41598-025-86208-3The impact of platform leadership on employee deviant innovation in digital transformation enterprisesAn-Jin Shie0En-Min Xu1Hongchun Li2Guanghai Yang3Yung-Fu Huang4College of Business Administration, Huaqiao UniversityCollege of Business Administration, Huaqiao UniversityDepartment of General Education, Chongqing College of Mobile CommunicationInternational College, Krirk UniversityDepartment of Marketing and Logistics Management, Chaoyang University of TechnologyAbstract Platform leadership (PL) has been increasing in digital transformation enterprises. This study explores the effects, pathways, and boundary conditions of PL on employee deviant innovation (EDI). In this study, 444 valid questionnaires were collected from ten digital transformation enterprises. Using conservation of resources theory and digital leadership theory, we built a parallel mediation model in which PL influenced EDI through psychological safety (PS) and creative self-efficacy (CSE), and verified the moderating effect of digital leadership (DL). The empirical results are as follows: (1) PL positively impacts EDI. (2) PL positively influences PS and CSE. (3) PS and CSE positively contribute to EDI. (4) PS and CSE mediate the relationship between PL and EDI. (5) DL moderates the relationship between PL and EDI, as well as between CSE and EDI. This study departs from traditional leadership theories by examining a new leadership style, PL, to inspire deviant innovation behavior among employees in digital transformation enterprises. This reveals the influencing mechanisms and provides new theoretical support for leadership and innovation management.https://doi.org/10.1038/s41598-025-86208-3Digital transformationPlatform leadershipEmployee deviant innovationPsychological safetyCreative self-efficacy |
| spellingShingle | An-Jin Shie En-Min Xu Hongchun Li Guanghai Yang Yung-Fu Huang The impact of platform leadership on employee deviant innovation in digital transformation enterprises Scientific Reports Digital transformation Platform leadership Employee deviant innovation Psychological safety Creative self-efficacy |
| title | The impact of platform leadership on employee deviant innovation in digital transformation enterprises |
| title_full | The impact of platform leadership on employee deviant innovation in digital transformation enterprises |
| title_fullStr | The impact of platform leadership on employee deviant innovation in digital transformation enterprises |
| title_full_unstemmed | The impact of platform leadership on employee deviant innovation in digital transformation enterprises |
| title_short | The impact of platform leadership on employee deviant innovation in digital transformation enterprises |
| title_sort | impact of platform leadership on employee deviant innovation in digital transformation enterprises |
| topic | Digital transformation Platform leadership Employee deviant innovation Psychological safety Creative self-efficacy |
| url | https://doi.org/10.1038/s41598-025-86208-3 |
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