The role of digitalization and inclusive climate in building a resilient workforce: An ability–motivation–opportunity approach
Zahoor, Nadia; Roumpi, Dorothea; Tarba, Shlomo; Arslan, Ahmad; Golgeci, Ismail (2024-05-28)
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Sisältö avataan julkiseksi: 28.05.2026
John Wiley & Sons
28.05.2024
Zahoor, N., Roumpi, D., Tarba, S., Arslan, A., & Golgeci, I. (2024). The role of digitalization and inclusive climate in building a resilient workforce: An ability–motivation–opportunity approach. Journal of Organizational Behavior, 45(9), 1431–1459. https://doi.org/10.1002/job.2800
https://rightsstatements.org/vocab/InC/1.0/
© 2024 John Wiley & Sons Ltd. This is the peer reviewed version of the following article: Zahoor, N., Roumpi, D., Tarba, S., Arslan, A., & Golgeci, I. (2024). The role of digitalization and inclusive climate in building a resilient workforce: An ability–motivation–opportunity approach. Journal of Organizational Behavior, 1–29, which has been published in final form at https://doi.org/10.1002/job.2800. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving.
https://rightsstatements.org/vocab/InC/1.0/
© 2024 John Wiley & Sons Ltd. This is the peer reviewed version of the following article: Zahoor, N., Roumpi, D., Tarba, S., Arslan, A., & Golgeci, I. (2024). The role of digitalization and inclusive climate in building a resilient workforce: An ability–motivation–opportunity approach. Journal of Organizational Behavior, 1–29, which has been published in final form at https://doi.org/10.1002/job.2800. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving.
https://rightsstatements.org/vocab/InC/1.0/
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:oulu-202405314130
https://urn.fi/URN:NBN:fi:oulu-202405314130
Tiivistelmä
Summary
Organizations need resilient employees to navigate and leverage constant change and maneuver in turbulent, disruptive contexts. As such, it is imperative to advance a nuanced understanding of drivers and enablers of employee resilience, especially in the current business context of pervasive digitalization and the growing practice of work-from-everywhere. Our research explores how digitalization in the organization is reflected in the employees' behavior of taking charge and resilience. By accounting for core self-evaluation, digital literacy, and inclusive climate boundary conditions, we offer a holistic picture of under what conditions digitalization enhances taking charge and employee resilience. To test our study model, we follow a survey research design and rely on 173 employees' data working in the United Arab Emirates (UAE). Our results show that digitalization is positively related to employee resilience. Further, our findings show that core self-evaluation, digital literacy, and inclusive climate moderate the impact of digitalization on employee resilience. Our results received further support in a two-wave online survey with 306 employees in the United States. The support we found for the hypothesized mediating relationship highlights the criticality of taking charge in relation to digitalization and employee resilience. Taking charge is critical in relatively turbulent environments as it helps employees deal with changes in processes, procedures, and structures.
Organizations need resilient employees to navigate and leverage constant change and maneuver in turbulent, disruptive contexts. As such, it is imperative to advance a nuanced understanding of drivers and enablers of employee resilience, especially in the current business context of pervasive digitalization and the growing practice of work-from-everywhere. Our research explores how digitalization in the organization is reflected in the employees' behavior of taking charge and resilience. By accounting for core self-evaluation, digital literacy, and inclusive climate boundary conditions, we offer a holistic picture of under what conditions digitalization enhances taking charge and employee resilience. To test our study model, we follow a survey research design and rely on 173 employees' data working in the United Arab Emirates (UAE). Our results show that digitalization is positively related to employee resilience. Further, our findings show that core self-evaluation, digital literacy, and inclusive climate moderate the impact of digitalization on employee resilience. Our results received further support in a two-wave online survey with 306 employees in the United States. The support we found for the hypothesized mediating relationship highlights the criticality of taking charge in relation to digitalization and employee resilience. Taking charge is critical in relatively turbulent environments as it helps employees deal with changes in processes, procedures, and structures.
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