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Journal of Information and Optimization Sciences

(Since 1980)
Hybrid ·Peer-reviewed·ISSN (Online): 2169-0103·ISSN (Print): 0252-2667

WoS  JIF 2026 : 0.4 (Q4)

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Monthly Journal: Publishes theoretical and applied research on topics in information and optimization sciences.

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Journal of Information and Optimization Sciences
Open Access Research Article

Optimizing organizational agility through digital transformation : The mediating role of employee attitude towards change

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pp. 2417–2434Vol. 47Issue 6June 2026DOI: 10.47974/JIOS-2197XML
Received:
01 Jan 2026
Published Online:
08 Jun 2026
Article type:
Research Article
Language:
EN
Article no.:
JIOS-2197
Pages:
2417–2434

Abstract

In today’s volatile, unpredictable, complex and ambiguous (VUCA) climate, it is vital for organizations to remain agile to compete against rivals by undergoing digital transformation and altering employee attitudes. This research report aims to understand the interaction among these three elements of our investigation. A meticulously constructed questionnaire was developed and distributed to employees across many sectors: Manufacturing, IT, Banking and Education. A total of 212 valid replies were gathered and analysed. The study demonstrated that DT exhibits a substantial negative correlation with attitude, evidenced by a path coefficient of β = -0.521 (p = 0.002), hence affirming hypothesis H1. Likewise, Attitude demonstrated a statistically significant positive correlation with OG at β = 0.431 (p = 0.012), hence validating hypothesis H2. Digital transformation exerts a negligible adverse direct impact on organizational agility, with a path coefficient of β = -0.321 (p = 0.112). This indicated that as digital transformation escalates, organizational adaptability often diminishes. This may be attributable to employee insecurity or disengagement. Consequently, Hypothesis H3 is rejected. The mediation study indicated full mediation impact of employee attitude on the link between digital transformation and organizational agility, hence confirming H4. The present study opened new possibilities for future researchers to use multi-group analysis (MGA) to compare industries. To further understand the transformation-agility link, researchers can incorporate leadership support and employee digital competency. The study discovered that DT does not impact OG unless staff attitudes are aligned. As a result, management and organizational leaders must prioritize training programs to strengthen skill sets before implementing any changes in the company. Although this study provided significant insights, it had numerous drawbacks. First, cross-sectional studies restrict causality inference. Second, the sample was limited to a sector or region, affecting generalizability.

Keywords

Digital transformationOrganizational agilityAttitudeChange

Subject Classifications

90B50

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