Digital Resilience as a Catalyst for Adaptive Performance and Stress Reduction: The Moderating Role of Learning Agility in Pakistan’s Treasury Offices

This study explores how digital resilience (DR) influences adaptive performance (AP) and stress reduction (SR) among employees in the Treasury Offices of Sukkur and Khairpur, and whether learning agility (LA) mediates these relationships. A proportionate stratified random sample of 210 treasury clerks and supervisors completed validated scales for DR, LA, AP and technology-related stress (reverse-scored as SR). Data were analysed with SmartPLS 4, employing a two-stage approach: (1) assessment of reliability and validity; (2) 5,000-sample bootstrapped structural modelling. DR exerted significant positive effects on AP (β = 0.43, p < .001) and SR (β = 0.35, p < .001). DR also predicted LA (β = 0.58, p < .001), which, in turn, enhanced AP (β = 0.31) and SR (β = 0.27). Indirect effects confirmed partial mediation (DR → LA → AP: β = 0.18; DR → LA → SR: β = 0.16). The model explained 47 % of the variance in AP and 38 % in SR, demonstrating the combined importance of resilience and learning agility for digital public-finance work. Treasury managers should pair technical upskilling with resilience-building drills and learning-agility initiatives, such as stretch assignments and reflective debriefs, to maximise employee adaptability and minimise technostress during digital transformation. This paper extends resilience research to a South-Asian public-finance context and empirically identifies learning agility as a mechanism through which digital resilience translates into superior adaptive outcomes and lower stress.