Paper Type
Complete
Abstract
This study examines how threat rigidity shapes behavior during digital workplace transformation under perceived threat. We analyze three outcomes: team learning, emotional reactions, and sabotage. Data from 229 IT professionals across eight countries were analyzed using PLS-SEM, with comparisons between developed and developing economies. Results show that threat rigidity increases negative emotional reactions and directly drives sabotage. Emotional reactions are also linked to sabotage but do not mediate this relationship. Contrary to expectations, threat rigidity does not reduce team learning. Cross-country differences indicate that context influences how sabotage emerges. The study contributes to IS research by linking threat rigidity to counterproductive behavior in digital work settings and showing that rigid responses can lead to active disruption, not only passive resistance.
Paper Number
1546
Recommended Citation
Martins, Fellipe; da Silva Junior, Wanderley; Sabatini-Marques, Jamile; and Perez, Gilberto PhD, "From Threat Rigidity to Sabotage: Emotional Reactions During Digital Workplace Change" (2026). AMCIS 2026 Proceedings. 5.
https://aisel.aisnet.org/amcis2026/sigcnow/sigcnow/5
From Threat Rigidity to Sabotage: Emotional Reactions During Digital Workplace Change
This study examines how threat rigidity shapes behavior during digital workplace transformation under perceived threat. We analyze three outcomes: team learning, emotional reactions, and sabotage. Data from 229 IT professionals across eight countries were analyzed using PLS-SEM, with comparisons between developed and developing economies. Results show that threat rigidity increases negative emotional reactions and directly drives sabotage. Emotional reactions are also linked to sabotage but do not mediate this relationship. Contrary to expectations, threat rigidity does not reduce team learning. Cross-country differences indicate that context influences how sabotage emerges. The study contributes to IS research by linking threat rigidity to counterproductive behavior in digital work settings and showing that rigid responses can lead to active disruption, not only passive resistance.
When commenting on articles, please be friendly, welcoming, respectful and abide by the AIS eLibrary Discussion Thread Code of Conduct posted here.
Comments
SIG CNOW