The Influence of Digital Competence on Innovative Work Behavior through Self-Efficacy and Perceived Organizational Support

Digital transformation within primary healthcare services compels community health centers not merely to adopt technological infrastructure, but to cultivate employees' innovative work behavior. At UPTD Puskesmas Klungkung I, digital technologies remain predominantly confined to administrative functions, thereby failing to optimally catalyze service innovation—a condition presumed to stem from variation in employees' digital competence, self-efficacy, and perceived organizational support. This study investigates the direct and indirect effects of digital competence on innovative work behavior, mediated by self-efficacy and perceived organizational support. An explanatory quantitative approach with a cross-sectional design was employed. Data were collected via questionnaires administered to 84 employees of UPTD Puskesmas Klungkung I, selected through a saturated sampling technique, and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4.1. The findings reveal that digital competence exerts a positive and significant effect on innovative work behavior, self-efficacy, and perceived organizational support. Self-efficacy and perceived organizational support likewise positively influence innovative work behavior and partially mediate the relationship between digital competence and innovative work behavior. These findings substantiate Social Cognitive Theory and Organizational Support Theory, demonstrating that technical proficiency alone is insufficient to engender innovation absent reinforced self-belief and organizational support. Community health centers are therefore encouraged to sustain continuous digital training, strengthen employees' self-confidence through incremental mastery experiences, and furnish infrastructural support alongside a work culture conducive to innovative initiative.