Digital transformation has been disrupting the management of enterprises with innovative technology, which challenges employees’ adaption for the job crafting, algorithms’ application. However, how such change affects employees’ job performance is still uncovered. To fill this gap, according to resource conservation theory and social exchange theory, this study aims to explore the impact of digital job crafting on job insecurity and algorithm aversion, and introduce organizational support as a moderating variable to understand the path of digital job crafting to affect job performance. This study verified relevant conclusions by analyzing 242 questionnaires, and ultimately provide theoretical and practical guidance for employees to actively adapt to digital transformation and improve job performance