<![CDATA[Digital transformation has changed work processes and demands, making digital competence a critical capability for supporting employee performance. This study aims to analyze and synthesize the relationship between digital competence, readiness to change, and employee performance, as well as to identify the potential of readiness to change as a mediating mechanism linking digital competence to employee performance. The study employs a Systematic Literature Review (SLR) method through the identification, selection, and synthesis of articles relevant to the relationships among the variables. The findings indicate that digital competence contributes to employee performance through employees ability to utilize technology, adapt work processes to digital systems, and complete tasks more effectively. Digital competence is also related to an individual’s readiness to face change, although empirical evidence of this relationship remains limited, particularly in the banking sector. Furthermore, readiness to change plays a role in supporting employee performance by helping employees accept, adapt to, and maintain work effectiveness during organizational change. This study identifies mechanism gaps, integration gaps, and contextual gaps, and provides a conceptual foundation for positioning readiness to change as an adaptive mechanism in the relationship between digital competence and employee performance. These findings provide direction for future research to empirically test this integrated model, particularly in the context of digital transformation in the banking sector. Keywords: Digital Competence, Readiness to Change, Employee Performance, Banking Industry, Systematic Literature Review]]>
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