Enabling a smart change: the role of digital enablers, digital transformation and employee dynamics towards organizational resilience and performance in the food industry

Purpose Digitalization and digital transformation (DTN) are vital for achieving healthy and dynamic organizational resilience (ORE) and organizational performance (OPE). The present study examines the contribution of digital enablers, DTN and employee dynamics in ORE and OPE in the Pakistani food industry. Design/methodology/approach The resource-based view (RBV) theory underpins the theoretical framework and employs a deductive approach. We collected data from the Pakistani food industry, targeting senior managers, executives, middle managers, IT and DTN leaders as potential units of analysis. The study’s conclusions are based on 356 valid cases. Findings The path analysis unveils a positive effect of digital technology (DT) and employees’ digital skills (EDS) on ORE, DTN, employees’ state optimism (ESO) and OPE. The digital transformation strategy (DTS) has a positive impact on ORE, ESO and OPE but a negative impact on DTN. Besides, DTN and ESO are the main and substantial predictors of ORE and OPE in Pakistan’s food industry. Practical implications The results of the study provide planners and policymakers with a set of actions and measures to overcome the challenges and barriers of DTN in the food sector. The study is also beneficial in adopting DT in the development of production and processes. Lastly, the outcomes of this study contribute to the existing literature, particularly by providing an evidence-based perspective from a developing context. Originality/value The study provides an extensive and integrated framework that integrates several technological and organizational dynamics under a single umbrella, specifically in the food sector.