This research addresses a gap in the existing understanding of digital transformation by focusing on the impact of the human-technology dynamic on human agency, specifically employee cognitions and behaviours. Utilising socio-cognitive and role theories, the study investigates how employee cognitive trust and innovative behaviour influence digital transformation outcomes and how role conflict, arising from the evolving human-technology dynamic, moderates these relationships. Based on survey data from 256 participants involved in digital transformations in Australia, the study confirms that employee cognitive trust directly and indirectly (through innovative behaviour) contributes to successful digital transformation. Crucially, the research demonstrates that role conflict significantly weakens the positive relationships between cognitive trust an ...