在數位轉型浪潮下，企業面臨愈趨劇烈的環境變動與技術革新壓力，資訊部門被視為推動轉型的核心角色。然而，這些部門在維持現有系統穩定的同時，亦需積極導入創新技術，因而產生彼此矛盾但相互依賴的悖論性張力。本研究以部門層級為分析單位，探討數位轉型壓力是否引發資訊部門的悖論性張力，並進一步檢視此張力如何影響部門績效與組織公民行為，以及悖論心態在其中所扮演的調節角色。 本研究以問卷調查方式，針對台灣製造業前一千大企業中具資訊部門之中高階主管進行資料蒐集，最終回收有效樣本99份，並採用偏最小平方法結構方程模型（PLS-SEM）進行分析。實證結果顯示：數位轉型壓力對部門的悖論性張力有顯著正向影響，支持相關理論預期。然而，悖論性張力對部門績效的影響不顯著，顯示組織可能已發展出應對機制以平衡矛盾要求；更有趣的是，悖論性張力對組織公民行為呈現正向影響，與資源耗竭理論相悖，暗示矛盾情境反而激發部門成員的自主協作行為。至於悖論心態對悖論性張力與績效及組織公民行為之間關係的調節效果，則未獲支持，可能與部門層級之集體認知差異或文化基線有關。 本研究在理論上補足了過去對數位轉型壓力與組織行為關係的探討空缺，並強調應關注部門層級之悖論動態。管理實務上，研究結果提醒企業：面對轉型過程中的矛盾張力，不應僅視為負面壓力，亦可視為促進部門協作與創新的契機；此外，提升部門整體的矛盾接受能力，應輔以文化導向與行為實踐的策略，而非僅聚焦於個體層級的心態培養。 ;In the face of intensifying digital pressures, IT departments are increasingly tasked with simultaneously maintaining operational stability and driving technological innovation—an inherently paradoxical challenge. This study investigates how digital transformation stress influences paradoxical tensions within IT departments and how these tensions, in turn, affect departmental performance and organizational citizenship behavior (OCB). It further explores whether paradox mindset moderates the relationships between paradoxical tensions and the two outcome variables. A cross-sectional survey was conducted among mid- to senior-level IT managers from Taiwan′s top 1,000 manufacturing firms, resulting in 99 valid responses. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used for data analysis. The findings reveal that digital transformation stress significantly increases paradoxical tensions, affirming theoretical perspectives that view transformation as a trigger for organizational contradictions. Contrary to expectations, paradoxical tensions did not significantly affect performance but positively influenced OCB, suggesting that such tensions may foster a climate of voluntary collaboration and adaptive behaviors. The hypothesized moderating effects of paradox mindset were not supported, possibly due to collective cognition dynamics at the departmental level or cultural baselines in the Taiwanese context. This research contributes to paradox theory and digital transformation literature by identifying digital transformation stress as an antecedent to departmental paradoxical tensions and uncovering their distinct effects on behavioral outcomes. Practically, the results suggest that tensions generated by digital change should not be viewed solely as a liability but may serve as a catalyst for cooperative behaviors, provided organizations adopt holistic approaches beyond cognitive reframing to manage paradoxes effectively.
