Unlocking Organizational Performance Through Employee Experience Capital: Mediation of Resonance and Vitality with Employee Well-Being as Moderator

The research elaborates on and empirically verifies an integrative model that describes how the combination of various workplace resources results in the improvement of employee and organizational outcomes. It is based on the Job Demands–Resources model and the Resource-Based View to conceptualize Employee Experience Capital (EEC) as a higher-order construct, consisting of seven interrelation drivers, including digital autonomy, inclusive cognition, sustainability alignment, AI synergy, mindful design, learning agility, and wellness technology. This study examines the effect of these resources in developing two psychological processes, work resonance and employee vitality, which subsequently improves organizational performance. It also examines how the well-being of employees can be a contextual moderator that determines such relationships. The study, based on a cross-sectional design and the diversified sample of the employees who work in various digitally transformed industries, proves that EEC is a great way to improve resonance and vitality, which are mutually complementary mediators between resource bundles and performance outcomes. Employee well-being turns out to be a factor of performance, as opposed to a circumscribed condition. The results put EEC as one of the strategic types of human capital that values digital, sustainable, and wellness-oriented practices to employee well-being and sustainable organizational performance and provides new theoretical contributions and practical guidance to leaders striving to create resource-rich, high-performing workplaces.