Abstract:

The introduction of disruptive information technology into the workplace often triggers a broad spectrum of employee reactions, ranging from proactive engagement to avoidance responses. However, existing literature lacks a profound understanding of the antecedents underlying employee coping strategies, and research findings on this topic remain inconsistent. Based on the perspectives of coping theory and event system theory, a model of the impact mechanism of employees’coping strategies in the context of disruptive information technology has been constructed. Using fuzzy-set qualitative comparative analysis (fsQCA) on

survey data from 336 workers at 163 universities, the empirical results show that, under disruptive information technology contexts, four types of configurations lead to high levels of proactive coping strategies, while three types of configurations result in high levels of avoidance strategies. Moreover, in different paths, certain factors either substitute for or complement one another. These findings not only provide a novel perspective on how organizational employees respond to disruptive information technology but also offer theoretical guidance for the successful implementation of organizational technological change and the design of optimization tools for technological platforms.

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