The effects of employees' digital growth mindset and supervisors’ coaching behaviour on digital self-efficacy

As digital transformation (DT) reshapes businesses, employees' abilities to leverage technology increasingly determine firms' competitive advantage. To thrive in dynamic environments, companies should not only enhance employees' technical skills but also consider psychological factors. However, few studies have focused on the psychological aspects of DT. This study explores the interactions among digital growth mindset, digital self-efficacy, and supervisors' coaching behaviours. Using a web-based survey conducted in Japan, with 238 responses, this study employs a general framework for the conceptual model, which contains both mediation and moderation effects. The findings indicate that digital self-efficacy is directly influenced by a digital growth mindset but not by supervisors' coaching behaviour. Moreover, the effect of supervisors' coaching on a digital growth mindset and its subsequent impact on digital self-efficacy varies with the firm's level of digital technology usage. This study contributes to DT literature by providing evidence at the employee level. From a managerial perspective, firms should prioritise cultivating a digital growth mindset to bolster digital self-efficacy, thereby enhancing digital technology utilisation. Additionally, creating a supportive environment for digital technology use is crucial, as it allows supervisors' coaching behaviours to effectively foster employees' digital growth mindsets.