Abstract
New digital technologies, originally introduced to enhance productivity, not always live up to expectations when being introduced in organizations. To gain a better understanding of the contingencies determining the performance-related consequences of employees’ use of digital technologies, we draw on organizational information processing theory and literature on technostress. We examine task type and technology induced competitive climate as moderators of the digital technology use – employee performance relationship. We test our conceptualization using an experience-sampling study with 709 daily observations nested in 104 employees and perform various robustness checks to control for methodological issues such as endogeneity or autocorrelation. The results advise managers that a technology-induced competitive climate is conducive to effective technology deployment in creative tasks, but detrimental in analytical tasks.
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