From Change Capability to Organizational Resilience: The Role of Digital Upskilling and Digital HR Maturity

Contemporary organizations are increasingly expected to sustain resilience under conditions of ongoing digital disruption, yet the process through which change capability is translated into resilience remains insufficiently understood. This study examines whether change management capability contributes to organizational resilience directly and through digital upskilling, and whether digital Human Resource Management maturity strengthens this relationship. The study adopted a quantitative design based on an anonymous survey administered to HR-related and managerial respondents from private-sector organizations. The proposed model was tested primarily through PLS-SEM, while Bayesian analysis was used as a supplementary robustness check. The findings indicate that change management capability is positively associated with both digital upskilling and organizational resilience. Digital upskilling showed the strongest direct effect on organizational resilience and also partially mediated the relationship between change management capability and resilience. Digital Human Resource Management maturity was positively associated with digital upskilling and strengthened the effect of change management capability on it. These findings suggest that resilience is shaped less by change initiatives alone and more by the organization’s ability to translate change into structured capability development. The study contributes by positioning digital upskilling as a strategic mechanism linking change capability to resilience under conditions shaped by Human Resource Management maturity.