Integrating Digital Leadership, Human Resource Practices, and Sustainability Orientation: A Multidisciplinary Framework for Organizational Agility and Innovation

Abstract

The acceleration of the digital transformation of the businesses, the emerging requirements of sustainability, and the human resources functions’ importance have all contributed to the evolution of corporate strategies on a global scale. This research explores the combined effects of digital leadership, human resource practices, and sustainability orientation on organizational agility and innovation. Based on the Dynamic Capabilities Theory, the Resource Based View, and Stakeholder Theory, we propose and test a framework that is multidisciplinary in nature. The research surveyed 210 employees across the Information Technology, services, and manufacturing sectors in Pakistan. The analysis through structural equation modeling indicates that digital leadership, HR practices, and sustainability orientation predict organizational agility which in turn fosters innovation. Organizational agility acts as a mediator between the predictors and innovation. The results offer theoretical and practical contributions regarding the integration of leadership, HRM, and sustainability for better organization adaptability and innovation in fast-changing situations.