Abstract: Amidst the rapid evolution and widespread application of digital technology, the pursuit of digital transformation has emerged as a pivotal strategic endeavor in organizational advancement. This transformative process not only revolutionizes the operational methods and procedures within organizations but also significantly influences employees' behaviors. Drawing on the resource conservation theory, this paper examines the mechanisms and limitations of digital transformation impacting employees' proactive behavior. The research yields the following findings: (1) Digital transformation substantially fosters employees' proactive behavior; (2) Job insecurity and job crafting independently act as partial mediators in linking digital transformation to employees’ proactive behavior; (3) Job insecurity and job crafting collectively play a sequential mediating role between digital transformation and employees’ proactive behavior; (4) The perception of organizational support positively moderates the association between job insecurity and job crafting; (5) Organizational support intensifies the sequential mediating role of job insecurity and job crafting by moderating the connection between these factors. Based on these research outcomes, this paper proposes corresponding strategies and recommendations: nurturing employees' adaptability and readiness for change; enhancing employees' inclination towards job crafting; reinforcing the perception of organizational support among employees; and fostering an appropriate sense of job insecurity within the organizational context.