The mediating job crafting and organizational resilience in linking information technology capabilities with sales performance: An empirical study from Indonesia

Sales performance is crucial in ensuring business growth, profitability, and sustainability, especially in the highly competitive and dynamic Fast Moving Consumer Goods (FCMG) sector. Improving sales performance can be a determining factor for companies to remain relevant and superior in an ever-evolving market. This study aims to analyze the effect of information technology capability on sales performance through the mediation of job crafting and organizational resilience. This study is based on the data from 385 respondents who are salespeople in the Fast Moving Consumer Goods (FMCG) sector in North Sumatra, Indonesia, focusing on how information technology can support the improvement of salespeople’s adaptability and productivity. This study applies the Structural Equation Modeling (SEM) analysis method with the Partial Least Squares (PLS) approach. The study’s results indicate that information technology capabilities affect sales performance (p = 0.000), and information technology capabilities positively affect job crafting (p = 0.000). Information technology capabilities affect organizational resilience (0.611), job crafting affects sales performance (0.533), and organizational resilience hurts sales performance (0.161). Furthermore, the indirect effect shows that information technology capabilities on sales performance through job crafting show a significant effect (0.406), and information technology capabilities affect sales performance through organizational resilience (-0.098), information technology capabilities do not affect organizational resilience through job crafting (0.083). Job crafting does not affect sales performance through organisational resilience (-0.018). This study found that information technology capabilities are essential in improving sales performance through direct and indirect channels, primarily through job crafting and organizational resilience. Acknowledgment This research is supported by the Directorate General of Higher Education, Research, and Technology of the Ministry of Education, Culture, Research, and Technology of the Republic of Indonesia (Kementerian Pendidikan, Kebudayaan, Riset, dan Teknologi Republik Indonesia, Direktorat Jenderal Pendidikan Tinggi, Riset, Dan Teknologi) through the Regular Fundamental Research Funding in 2024 with contract number 103/E5/PG.02.00.PL/2024; 16/LL1/AL.04.03/2024; 09/II.3-AU/UMSU-LP2M/C/2024. Our deepest gratitude to all parties who have contributed to the completion of this research and our gratitude to the University Leadership and Faculty of Economics and Business, Universitas Muhammadiyah Sumatera Utara, who have provided support facilities for this research to be carried out, and our gratitude to the respondents who voluntarily took the time and provided their insights during the data collection process.