A study of salespeople's psychological readiness towards digital transformation in semiconductor organization

Digital technology has become a core driver for enterprises to build market competitiveness, accelerating DT across various industries. Although digital tools provide employees with richer and more efficient work resources, their introduction is often accompanied by increased workload and heightened role pressure. Against this contradictory backdrop, for enterprises to ensure the success of DT, it is essential not only to adopt a systematic strategic approach but also to focus on the role of human factors at the micro level. To support semiconductor enterprises in effectively advancing digital sales transformation, this study, based on the theory of employee’s readiness for change, constructs an individual-level framework for the influencing mechanisms of digital sales readiness. The research focuses on sales personnel’s perceptions of the organizational Digital Selling support atmosphere, Trust in Leadership, and Cohesion, aiming to reveal how these socio-psychological factors influence their willingness to adopt technology and their adaptability to change. Through a random sampling questionnaire survey, this study collected valid data from 123 frontline sales personnel across multiple semiconductor enterprises to test the theoretical model and related hypotheses. Empirical results indicate that organizational support atmosphere, Trust in Leadership, and team cohesion all have significant positive effects on Digital Selling Readiness. Notably, the study found that sales personnel’s perception of team cohesion is relatively weak, reflecting a need to strengthen the culture of team collaboration. This study not only uncovers the key psychological mechanisms driving Digital Selling Readiness but also provides targeted managerial insights for semiconductor enterprises: during the transformation process, efforts should be made to enhance organizational support, deepen leadership development, and optimize team collaboration to effectively improve the readiness of frontline salespeople, thereby laying a solid human resource foundation for DT.