Connecting Individual, Team, and Organizational Capabilities: Multilevel Pathways to Retention, Innovation, and Adaptability in Southeast Asia
DOI:
https://doi.org/10.38035/hrm.v2i1.76Keywords:
Proactive Personality, Digital Maturity, Cognitive Load Management, Conflict Agility, Employee Retention, Organizational AdaptabilityAbstract
Digital transformation is reshaping how people, teams and organisations work together. This study examines how individual characteristics, team dynamics and organisational conditions jointly shape employee retention, innovation capacity and adaptability in Southeast Asian firms. A cross-sectional survey gathered responses from 284 employees, team leaders and human resource professionals in Indonesia, Malaysia, Singapore, Thailand and the Philippines. Partial least squares structural equation modelling (PLS-SEM) tested direct and mediating effects, and permutation-based multi-group analysis compared countries. Proactive personality, digital maturity and a learning-driven culture emerged as key enablers of positive employee and organisational outcomes. Conflict agility, cognitive load management and an innovation-supportive climate mediated these effects. Countries differed, particularly in the role of digital maturity, with distinct patterns in Thailand and the Philippines. Because the design is cross-sectional, the results show associations, not causal trajectories over time. The findings point to leadership development, digital skill building and structured conflict management, tailored to local cultural and institutional contexts, as ways to strengthen retention and innovation. Stronger digital skills, proactive behaviour and supportive climates may also reduce stress, improve collaboration and support fairer, more inclusive workplaces and social cohesion in Southeast Asia’s digital economy.
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