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Purpose Evolving business landscapes have highlighted the crucial role of innovative digital transformation strategies (DTSs) in reimagining organisational operations and responses to optimise performance, regardless of organisational size or employee composition. The study suggests that DTS is a process that occurs continuously, rather than being a one-time event. It also underscores the critical role of personal resilience and organisational support in achieving job performance goals. Design/methodology/approach Using a survey analysis, this study examines the impact of organisational response and agility, as fundamental components of DTS, on employees' job performance. In addition, it investigates how boundary conditions of personal resilience and organisational support moderates the relationship between (1) organisational agility and job performance, and (2) organisational response and job performance. Findings The research findings demonstrate the impact of DTS on job performance. It highlights the mediating roles of organisational support and agility in improving employees' performance. The study also discusses the critical role of personal resilience and organisational support in navigating the insightful impacts of organisational agility and organisational response on the job performance. Originality/value This paper presents a theoretical framework that integrates the dynamic capabilities of employees and organisations, providing academics and practitioners with a comprehensive perspective on the growth of employees' dynamic capabilities. By offering insightful discussions, the study highlights that, while creating new DTS, organisations not only improve their dynamic capabilities but also enhances the people’s dynamic capabilities and make them more resilient.
Goraya et al. (Wed,) studied this question.