DOI: 10.12688/f1000research.174901.3 ISSN: 2046-1402

Building High-Performing Workforces: The Joint Influence of Digital Experience and Organizational Culture via Employee Engagement

Awaldi Awaldi, Kusdi Raharjo, Teuku Noerman, Ika Ruhana
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Background Rapid digital transformation and evolving organizational environments have increased the importance of understanding how workplace technologies and cultural conditions influence employee behavior and performance. Digital Employee Experience (DEX) and Organizational Culture are increasingly recognized as critical organizational resources that shape employees’ psychological states, particularly Employee Engagement, which subsequently drives individual performance. However, limited empirical evidence exists regarding how these factors simultaneously interact within highly regulated and operationally complex industries such as aviation. Methods This study employed a quantitative explanatory design using data collected from 340 employees of PT Garuda Indonesia (Persero) Tbk across five major directorates. A structured questionnaire measured DEX, Organizational Culture, Employee Engagement, and Employee Performance using validated reflective indicators. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to test direct and mediating effects. The measurement model demonstrated strong reliability and validity, meeting thresholds for outer loadings, composite reliability, AVE, and discriminant validity. Results The findings indicate that both Digital Employee Experience and Organizational Culture have significant positive effects on Employee Engagement and Employee Performance. Employee Engagement emerged as the strongest predictor of performance and served as a significant mediator linking DEX and Organizational Culture to performance outcomes. The structural model showed substantial explanatory power, indicating that organizational and digital resources influence performance largely through their effects on employee psychological engagement. Conclusions The study provides empirical support for the Job Demands–Resources framework by demonstrating that digital work environments and strong organizational cultures function as key job resources that enhance engagement and, in turn, improve performance. For organizations particularly in the aviation sector investing in high-quality digital systems, strengthening cultural alignment, and fostering employee engagement are essential strategies for sustaining performance in the face of digital transformation. Future research should incorporate longitudinal designs and multi-source data to further validate these findings.

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