A study on employee stress level and employee's willingness to continue participation based on social cognitive theory

With the accelerated advancement of corporate digital transformation, employees 'sustained engagement in transformation practices has become a critical factor determining organizational success. Grounded in social cognitive theory, this study systematically explores how organizational support influences employees' willingness to participate through cognitive and motivational pathways. It further examines the mediating and moderating roles of variables including employee stress levels, information communication, performance expectations, and Employee Assistance Programs (EAPs) within this mechanism. The research incorporates individual-level psychological capital and behavioral traits—employee self-efficacy and agency—as boundary conditions, aiming to reveal the multi-level mechanisms of the "support-cognition-behavior" transmission chain in digital transformation contexts. Using cross-sectional survey data from 494 corporate employees and focusing on typical transformation samples in manufacturing and information service industries, the study employs programmatic design and parallel control of multiple statistical tests to mitigate common method bias, striving to empirically quantify and theoretically expand the pathways through which organizational support affects employee participation willingness.