From digital HRM to organizational resilience: the mediating role of HRM system maturity and the moderating role of leaders’ growth mindset

Purpose This study examines how digital human resource management (DHRM) is associated with organizational resilience (OR) in Pakistan’s textile sector by testing the mediating role of HRM system maturity (HRMSM) and the moderating role of leaders’ growth mindset (LGM). Design/methodology/approach A quantitative, cross-sectional survey was conducted with 410 HR managers from different sectors of textile in Pakistan. Validated measurement scales were employed, and data were analyzed using Partial Least Squares Structural Equation Modeling with 5,000 bootstrap samples. Findings The results indicate a strong and positive impact of DHRM on OR. Contrary to expectations, mediation of HRMSM is not statistically significant. LGM significantly strengthened the positive impact of DHRM on OR, while no moderating effects were observed for the process-oriented pathways involving HRMSM. Overall, the model demonstrated satisfactory fit and explained a meaningful proportion of variance in OR. Practical implications Managers in the textile sector should prioritize digital HR practices that enhance communication, analytics and responsiveness, while simultaneously investing in leadership development that fosters learning and adaptability. Deeper HR system integration may be pursued as a longer-term strategic objective. Originality/value This study advances the relevant field of knowledge by integrating dynamic capabilities theory and growth mindset perspective to explain OR in a developing economy context. The findings suggest that DHRM can enhance OR even when HR systems are at relatively low maturity levels, particularly when supported by growth-oriented leadership mindset.