Change Management and Technostress

Digital transformation is regarded as one of the most significant and intri- cate forces in the evolution of organizations. From the Industrial Revolution to the present Information Age, each epoch has redefined the relationship among people, technologies, and work. However, the present era is dis- tinctive in that change has never before been so rapid, interconnected, and far-reaching. ICTs are no longer merely functional or sector-specific tools; they constitute the cognitive and social infrastructure through which value is produced, decisions are made, and organizational identities are constructed. Consequently, digitalization should not be regarded as a mere series of technical innovations but rather as an anthropological transformation that impacts modes of thinking, relating, and working. In this scenario, change management and the study of technostress emerge as two inseparable per- spectives for understanding the sustainability of contemporary work. In recent decades, the nature of work has undergone profound transforma- tions, and concomitantly, the spaces and modalities through which work is performed have also changed, posing new challenges for both employ- ees and employers. The advent of novel technologies has resulted in a shift not only in the composition of the workforce but also in the manner, tim- ing, and location of work activities (Sparks et al., 2001; Dewe & Cooper, 2012). The advent of advanced communication technologies has engen- dered greater flexibility and mobility for workers (Dewe & Cooper, 2012), yielding not only numerous positive outcomes but also a range of nega- tive consequences. This increased flexibility must be balanced against the intensified use of technology in daily work practices, which, while dissolving the boundaries of the traditional office, simultaneously increases workloads and accelerates work rhythms (Kelliher & Anderson, 2010), with poten- tial negative effects on employee well-being (Redman et al., 2009).