Digital Capability as a Driver of Adaptability, Innovative Work Behavior, and Employee Performance: A Conceptual Study from a Human Resource Management Perspective
DOI:
https://doi.org/10.38035/hrm.v1i2.73Keywords:
Digital Capability, Employee Adaptability, Innovative Work Behavior, Employee PerformanceAbstract
Digital transformation has reshaped how organizations manage work, requiring employees to adapt, innovate, and maintain performance within an increasingly digitized work environment. However, research on digital capability remains fragmented, with studies often focusing separately on adaptability, innovative work behavior, or employee performance. This situation highlights the need for a conceptual synthesis that integrates these three outcomes within a Human Resource Management perspective. This study aims to analyze the role of digital capability in supporting employee adaptability, innovative work behavior, and employee performance. Employing an integrative literature review approach, the study examines relevant literature from various academic databases and synthesizes findings based on themes and conceptual relationships. The results indicate that digital capability serves as a foundation for employee adaptability, a driver of innovative work behavior, and a resource that supports enhanced employee performance. The study’s novelty lies in integrating these three outcomes as key consequences of digital capability within a single Human Resource Management conceptual framework, thereby broadening the understanding of the contribution of digital capabilities at the employee level. These findings underscore the importance of developing digital capability through training, upskilling, reskilling, and continuous learning.
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