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Digital Human Resource Transformation: The Role of Strategic HRM Capability and Learning Agility in Building Organizational Resilience in the Manufacturing Industry

  • Muhammad Angga Abdulah1
  • Muhamad Ekhsan2*
  • Anna Wulandari3
1,2,3 Universitas Pelita Bangsa image/svg+xml
* Corresponding Author: Muhamad Ekhsan

Abstract

Digital transformation has reshaped how manufacturing firms organize work and manage employees. In this setting, resilience depends not only on technology, but also on the capacity of the HR function to align people, skills, and organizational priorities. This study investigates whether Strategic Human Resource Management (HRM) Capability strengthens Organizational Resilience directly and through Learning Agility. The research was conducted among employees of manufacturing companies operating in five industrial areas in West Java: KIIC, EJIP, GIIC, Jababeka Industrial Estate-Cikarang, and MM2100 Industrial Town. Using a quantitative explanatory design, data were collected through a survey of 75 permanent employees selected purposively. Eligible respondents had at least one year of work experience and were involved in work processes affected by digital transformation. The model was tested with Partial Least Squares Structural Equation Modeling (PLS-SEM). The results show that Strategic HRM Capability has a positive and significant relationship with both Organizational Resilience and Learning Agility. Learning Agility also contributes positively and significantly to Organizational Resilience. Nevertheless, its indirect role was not statistically significant, indicating that the influence of Strategic HRM Capability on resilience operates mainly through a direct pathway rather than through Learning Agility. These results suggest that manufacturing firms should place greater emphasis on strategic workforce alignment, digital HR practices, competency development, and adaptive work systems. Strengthening these capabilities can help organizations respond more effectively to technological disruption and uncertainty while maintaining continuity during digital transformation.

Keywords

Strategic HRM Capability Learning Agility Organizational Resilience Digital Human Resource Transformation Manufacturing Industry

How to Cite

Citation Format
Abdulah, M. A., Ekhsan, M., & Wulandari, A. (2026). Digital Human Resource Transformation: The Role of Strategic HRM Capability and Learning Agility in Building Organizational Resilience in the Manufacturing Industry. International Journal of Management Science and Information Technology, 6(2), 1399-1407. https://doi.org/10.35870/ijmsit.v6i2.7386

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Author Biographies

Muhammad Angga Abdulah, Universitas Pelita Bangsa

Management Study Program, Faculty of Economics and Business, Universitas Pelita Bangsa, Bekasi Regency, West Java Province, Indonesia

Muhamad Ekhsan, Universitas Pelita Bangsa

Management Study Program, Faculty of Economics and Business, Universitas Pelita Bangsa, Bekasi Regency, West Java Province, Indonesia

Anna Wulandari, Universitas Pelita Bangsa

Management Study Program, Faculty of Economics and Business, Universitas Pelita Bangsa, Bekasi Regency, West Java Province, Indonesia

License

Copyright (c) 2026 Muhammad Angga Abdulah, Muhamad Ekhsan, Anna Wulandari

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

This is an open-access journal distributed under the Creative Commons Attribution 4.0 International License (CC BY 4.0), which permits unrestricted use, distribution, reproduction, and adaptation in any medium (even commercially), provided appropriate credit is given to the original author(s), a link to the license is provided, and any changes made are indicated. Authors retain copyright without restrictions and grant the journal the right of first publication as well as non-exclusive publishing rights for archiving, indexing, and scholarly dissemination.

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