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Digital transformation refers to the restructuring of business operations through digital technology, fostering new business models and enhancing value creation and acquisition capabilities (Vial, 2019). This process includes digital labor, which involves tasks and activities enabled by digital technologies and the internet. Digital labor relies on digital tools and platforms, encompassing both paid and unpaid activities (Trebor, 2013). The continuous advancement and widespread adoption of digitization, along with emerging technologies such as big data, cloud computing, and artificial intelligence, have garnered scholarly attention owing to their potential impact on individuals and businesses (Tandon et al., 2021).
In the existing literature, scholars examined technological value recognition (TVR) as an important predictor of digital employees’ job performance within their organizations (Duan et al., 2023). TVR involves identifying, quantifying, and realizing the benefits that technology can bring to a business or organization. It encompasses the process by which individuals or organizations perceive, understand, and appreciate the value and advantages derived from technological advancements and innovations (Zhao et al., 2024). TVR’s presence in the workplace effectively inspires employees by making them feel valued, leading them to better embrace corporate values and more vigorously pursue high job performance (Côté & Miners, 2006). Proper recognition of technological value is crucial in the rapidly evolving digital landscape, impacting employee–customer interactions as well as employee and firm performance.
Although we acknowledge that a positive perception of the value of technology is crucial for maintaining quality job performance in the context of digital labor, our knowledge about how TVR impacts employees’ emotional states and job performance remains limited. This gap in knowledge is primarily because of the scarcity of research focused on the digital economy and digital transformation (Shi et al., 2022). To better understand how technological value perception impacts digital workers’ job performance, it is important to investigate the role of digital workers’ emotions. Labor emotions refer to the affective experiences and emotional responses of workers in the context of their work environment and job activities (Grandey, 2000). A digital worker’s emotional state is more likely to be adversely influenced during digital transformation. Digital laborers often struggle with anxiety and stress because of uncertain income, irregular schedules, and a lack of traditional employment security (Alex et al., 2021). Additionally, digital labor, especially when conducted remotely, often occurs in concealed and anonymous work environments. Such working conditions can hinder recognition of the importance of the workers’ contributions, which may make workers feel easily replaceable (Bucher et al., 2019).
We also found that a lack of interpersonal interaction with colleagues can foster feelings of isolation and loneliness, impacting digital worker’s emotional and psychological well-being (Bucher et al., 2019). Digital workers frequently need to conduct emotional labor, a deliberate interpersonal interaction strategy in which individuals actively work, strategize, and regulate to display emotions their employer deems appropriate (Morris & Feldman, 1996). Emotional labor is a significant determining factor of a digital worker’s job performance (Yu & Yuan, 2008). However, the exact nature of emotional labor’s influence on job performance is inconsistent in the existing literature.