Organizational Resilience as a Mediator of the Impact of Digital Transformation on Job Satisfaction in Primary Healthcare During Crisis: Evidence From Poland and the Netherlands

Magdalena Kludacz-Alessandri,1,* Liliana Hawrysz,2,* Wioletta Pomaranik,1,* Katarzyna Żak,2 Wei Zhang3 1College of Economics and Social Sciences, Warsaw University of Technology, Plock, Poland; 2Faculty of Management, Department of Management Systems and Organizational Development, Wroclaw University of Science and Technology, Wroclaw, Poland; 3School of Medicine and Health Management, Huazhong University of Science and Technology, Wuhan, People’s Republic of China*These authors contributed equally to this workCorrespondence: Magdalena Kludacz-Alessandri, Warsaw University of Technology, College of Economics and Social Sciences, ul. Łukasiewicza 17, Płock, 09-400, Poland, Email [email protected]: Primary-care organizations must be resilient to keep essential services running during crises. The recent crisis in healthcare systems caused by the outbreak of the COVID-19 pandemic has triggered a global increase in interest in digital transformation and the concept of resilience in the healthcare sector. In this context, this study examines how two dimensions of digital transformation —Transformation Management Intensity (TMI) and Digital Intensity (DI)—affect job satisfaction (JS) in primary healthcare centres (PHCs) through the mediating role of organisational resilience (OR).Methods: A survey was conducted among 400 managers of PHCs in Poland and the Netherlands using the CAWI method. Validated scales from the corporate sector were adapted. Reliability and convergent validity were confirmed (Cronbach’s α > 0.80; AVE > 0.50). Structural equation modelling (SEM) was applied using SPSS v29 and AMOS v29 to test relationships between two DT dimensions (TMI, DI), OR and JS.Results: TMI had a significant indirect effect on JS through OR (β = 0.562, p < 0.001), whereas DI had no significant indirect effect (p = 0.684). The direct effect of TMI on OR (β = 0.728, p < 0.001) and the effect of OR on JS (β = 0.772, p < 0.001) were both strong and statistically significant. In contrast, the direct effect of DI on OR was not statistically significant (p = 0.512).Conclusion: This study advances previous research by empirically testing a mediation model in the underexplored context of PHCs during crisis. It offers novel evidence that TMI rather than DI alone enhances OR and supports JS. The results provide actionable insights for healthcare leaders seeking to strengthen workforce stability and crisis readiness through effective DT.Keywords: digital transformation, organizational resilience, job satisfaction, primary healthcare facilities, leadership