Exploring how internal personal resources drive work engagement, active learning, and adaptive performance in digital workplaces

Abstract

This study investigates the mechanisms linking individual internal processes specifically self-efficacy and a growth mindset with work engagement, active learning, and adaptive performance in three digital technology companies in Indonesia. Employing a mixed-methods approach, the research integrates quantitative data from a survey of 185 employees analyzed using Structural Equation Modeling (SEM) and qualitative insights from semi-structured interviews with 17 managers. The quantitative results show that work engagement fully mediates the relationship between self-efficacy and growth mindset with active learning, while active learning partially mediates the link between work engagement and adaptive performance. These findings address previous inconsistencies in the literature regarding the direct effect of a growth mindset on work engagement and provide clearer empirical support for their connection. The qualitative phase reinforces these relationships, highlighting that work engagement and active learning are essential mechanisms driving individual adaptive performance. Active learning, in particular, fosters continuous knowledge accumulation and contributes significantly to innovation processes within digital organizations. This study offers important theoretical and practical contributions by clarifying how internal psychological resources influence behavioral outcomes in dynamic work environments. It also strengthens the application of the Job Demands-Resources (JD-R) model, demonstrating that personal resources such as self-efficacy and growth mindset enhance employee adaptability and innovation when supported by strong work engagement and learning behaviors.