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The Impact of Digital Transformation on Organizational Knowledge
Sharing: A Framework for Adaptive Performance
Agus Frianto
*1
, Muhammad Husain
1
, Bima Yatna Anugerah Ramadhani
1
, Lik Anah
2
1
Universitas Negeri Surabaya, Indonesia
2
Universitas Hasyim Asy'ari, Indonesia
*
Corresponding Author
DOI: https://dx.doi.org/10.47772/IJRISS.2025.910000774
Received: 07 November 2025; Accepted: 14 November 2025; Published: 24 November 2025
ABSTRACT
The dynamic and uncertain modern work environment demands strong adaptive performance from individuals.
This study to analyze the influence of information technology on adaptive performance by examining the
mediating role of knowledge sharing. This research employs a quantitative causal-explanatory approach. Data
were collected through a cross-sectional survey involving 80 undergraduate Management students at FEB
Unesa who are participating in the MBKM program. Data were analyzed using Structural Equation Modeling
(SEM) with the Partial Least Squares (PLS) approach. The findings reveal that information technology has a
significant positive direct effect on adaptive performance (β = 0.641, p = 0.000). It also positively affects
knowledge sharing (β = 0.826, p = 0.000). However, the analysis indicates that knowledge sharing does not
significantly affect adaptive performance aims (β = 0.103, p = 0.501). Furthermore, knowledge sharing does
not mediate the relationship between information technology and adaptive performance (β = 0.085, p = 0.511).
The study concludes that investing in information technology directly enhances both organizational resilience
and adaptive capacity. Organizations and educational institutions should prioritize implementing strategic and
high-quality information technology. This is a primary step in building adaptive capabilities. The role of
knowledge sharing, although significant for other organizational functions, does not serve as a mediating
mechanism between technology and adaptation in this context.
Keywords: Adaptive Performance, Knowledge Sharing, Information Technology
INTRODUCTION
The contemporary work environment is characterized by rapid change, high uncertainty, and complexity. This
environment demands a critical capability known as adaptive performance from individuals (Joniaková et al.,
2023). This concept refers to an individual's capacity to adjust their behavior, strategies, and cognitive
processes effectively in response to dynamic and unpredictable work demands. In this context, university
students, as the future workforce, should be adequately prepared to navigate these realities (Halmen et al.,
2023). Therefore, this study will focus on how Information Technology (IT) serves as a catalyst for enhancing
adaptive performance.
The rapid advancement of IT has fundamentally transformed how individuals access information, collaborate,
and solve problems . IT not only enhances efficiency but also provides unparalleled access to vast knowledge
resources (Mohamed et al., 2025). However, the mere availability of IT is insufficient. a structured mechanism,
such as training programs or collaborative platforms, to transfer and internalize this knowledge is essential.
This is where knowledge sharing the process of exchanging information, expertise, and experiences becomes a
critical variable (Hu et al., 2025). Knowledge sharing facilitates collective learning and enriches insights. This,
in turn, can strengthen an individual's adaptive capabilities.
Although the relationship between IT and individual performance has been widely studied, the mechanism that
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explains how IT specifically enhances adaptive performance through the mediation of knowledge sharing
requires further exploration, particularly in the context of Indonesian students (Arsanti et al., 2024). Therefore,
this study aims to analyze two aspects: the direct influence of information technology utilization on adaptive
performance and its indirect influence, which is mediated by knowledge sharing (Amin et al., 2025). This
research focuses on undergraduate Management students at FEB Unesa who are participating in the MBKM
program, this research provides empirical evidence on how educational institutions can strategically leverage
IT and foster a knowledge sharing culture to cultivate graduates who are more resilient and adaptable.
Problem Stateme
nt
The contemporary work environment is characterized by rapid change, high complexity, and technological
disruption, demanding strong Adaptive Performance from every individual (Prayogo et al., 2025). University
students, as the future workforce, must cultivate this capability to successfully transition from academia to the
professional world. While information technology (IT) is widely acknowledged as a key enabler for efficiency
and collaboration, Understanding this relationship is crucial, particularly when considering the role of
Knowledge Sharing as a potential mediator in a pre professional context, specifically among students, remains
underexplored (Mohamed et al., 2025).
This study identifies a gap in understanding the mechanism linking IT to Adaptive Performance. Specifically,
the role of Knowledge Sharing as a potential mediator in this relationship remains unclear and requires further
investigation (Zamrudi et al., 2024). The research question is: To what extent does the use of IT directly
influence the Adaptive Performance of Management students at FEB Unesa? Additionally, to what extent is
this influence indirectly mediated through Knowledge Sharing practices? Without a thorough understanding of
how this relational mechanism, educational institutions and organizations may fail to design effective
interventions to maximize the potential of IT in enhancing the resilience and adaptive capacity of graduates in
the increasingly turbulent modern workplace.
Urgency To Co
ndu
ct
S
t
ud
y
The urgency of this study is driven by several critical factors. Firstly, there is a pressing competency gap
between university graduates and the demands of a dynamic labor market that prioritizes agility and
adaptability (Luis et al., 2024). This study investigates the drivers of Adaptive Performance. It provides an
empirical foundation for universities to align their curricula and pedagogical methods with industry needs.
Secondly, the accelerated adoption of Industry 4.0 and post-pandemic digital transformation has made
technological literacy and knowledge-sharing capabilities core competencies, rather than mere supplements
(José & Miguel, 2024).
This research is urgently needed to ensure that students are proficient in using IT. They should also be able to
strategically leverage it to learn, collaborate, and adapt effectively (Hassan et al., 2025). Thirdly, by testing
Knowledge Sharing as a mediating variable, this study moves beyond simple direct relationships to uncover
how and why IT can enhance adaptive performance (Suseno et al., 2024). The findings will provide practical
recommendations for organizations and educational institutions to foster a technology-enabled knowledge-
sharing culture (Paulino et al., 2024). This culture will ultimately yield a workforce that is more resilient,
innovative, and competitive in the global arena (Huang et al., 2023).
Research Questions
1. How does information technology influence knowledge sharing among undergraduate students in the
Management Department, Faculty of Economics and Business, Universitas Negeri Surabaya (FEB Unesa)?
2. How does knowledge sharing influence adaptive performance among undergraduate students in the
Management Department, FEB Unesa?
3. How does information technology influence adaptive performance among undergraduate students in the
Management Department, FEB Unesa?
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4. Does knowledge sharing mediate the relationship between information technology and adaptive
performance among undergraduate students in the Management Department, FEB Unesa?
Research Objectives
1. To examine the influence of information technology on knowledge sharing among undergraduate students
in the Management Department, FEB Unesa.
2. To analyze the effect of knowledge sharing on adaptive performance among undergraduate students in the
Management Department, FEB Unesa.
3. To investigate the direct effect of information technology on adaptive performance among undergraduate
students in the Management Department, FEB Unesa.
4. To determine the mediating role of knowledge sharing in the relationship between information technology
and adaptive performance among undergraduate students in the Management Department, FEB Unesa.
LITERATURE REVIEW
Adaptive Performance Theory
Adaptive performance is increasingly crucial in today’s dynamic and complex work environments (Pradhan &
Jena, 2017). define adaptive performance as an individual's ability to flexibly respond to unexpected changes,
overcome difficulties, and maintain or improve performance in new situations . Adaptivity is vital for
organizational success, especially as job requirements shift and workplaces become more uncertain and
competitive. (Kim & Yoon, 2025) The central indicators of adaptive performance are: Ability to overcome
difficult situations and setbacks. Ease of adjusting to changes in work environments. These indicators
reactivity during emergencies, handling work stress, creativity, training effort, and interpersonal adaptability.
Information Technology
Information technology (IT) comprises computer and network systems used to process, manage, and
communicate information (Kabachenko et al., 2022). IT has dramatically transformed businesses and
education by boosting efficiency, accuracy, and flexibility. In the era of Industry 4.0, IT accelerates
digitalization, smart manufacturing, and data-driven decision making. Key IT indicators include: Computer
use, Internet use, Use of social media applications, IT competency.
The study highlighted IT impact on timely and relevant information delivery for decision-makers, The study
also emphasized the shift to remote work and digital collaboration during the pandemic (Wu et al., 2023).
Organizational investments in IT infrastructure and training enhance individual and collective productivity
(Nakash & Bouhnik, 2023). This allows employees to solve problems more quickly and gain broader access to
expertise.
Knowledge Sharing
Knowledge sharing is the process of transferring or disseminating information, skills, and expertise. This
process occurs among individuals. It also occurs among teams and organizations (Fierro & Benalil, 2024). It
can be described as both a social and strategic process that underpins learning, innovation, and competitive
advantage. The core indicators of knowledge sharing include: Sharing intention, Sharing content, and Sharing
channel (Pian et al., 2019) .
Knowledge sharing happens through formal mechanisms (such as knowledge management systems, online
platforms, and meetings) and informal networks (like project teams and communities of practice). Effective
sharing relies on the establishment of trust among participants, intrinsic motivation to share knowledge, and
the development of reciprocal relationships that encourage open communication (Jabid et al., 2023).
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Figure 1: Research Model
RESEARCH METHODOLOGY
This study employed a quantitative research design with a causal-explanatory approach to investigate the
causal relationships between the constructs of Information Technology, Knowledge Sharing, and Adaptive
Performance. The study utilized a cross-sectional survey design, collecting data at a single point in time to test
the proposed hypotheses (Creswell & Creswell, 2018). The analytical framework was based on the Structural
Equation Modeling (SEM) technique using the Partial Least Squares (PLS) approach. PLS-SEM was selected
for its robustness and minimal assumptions regarding data distribution, making it particularly suitable for
predictive applications and studies with smaller sample sizes, such as this one (Ghozali, 2014). The model
posited Information Technology as an exogenous variable, Adaptive Performance as an endogenous variable,
and Knowledge Sharing as a mediating variable.
Population and Sampling
Population: The target population for this research was undergraduate (S1) Management students from the
Faculty of Economics and Business (FEB) at Universitas Negeri Surabaya (Unesa) who were enrolled in the
Merdeka Belajar Kampus Merdeka (MBKM) or Independent Learning program.
Sampling Technique: A non-probability purposive sampling method was employed. This technique was
chosen to ensure that respondents had relevant experience (Ghozali, 2014), specifically participation in the
MBKM program, which provided a context where adaptive performance and knowledge sharing were likely to
occur.
Sample Size: The final sample consisted of 80 respondents. (Ahmed, 2024) This sample size comfortably
exceeds the common heuristic in multivariate analysis, particularly PLS-SEM.
Hypothesis
1. H1 : It is hypothesized that information technology significantly affects adaptive performance among S1
Management FEB Unesa students?
2. H2 : It is hypothesized that information technology significantly influences knowledge sharing among S1
Management FEB Unesa students?
3. H3 :It is hypothesized that knowledge sharing positively affects adaptive performance among S1
Management FEB Unesa students?
4. H4 : It is hypothesized that information technology positively affects adaptive performance through
knowledge sharing among S1 Management FEB Unesa students
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RESULTS AND DISCUSSION
Figure 2: Measurement Bootstraping Model
Table 1: Direct Effects
Hypothesis
Variable
Variable
Original
Sample / β
T
Statistic
Sig.
H1
Information Technology
→
Adaptive Performance
0.641
4.779
0.000
H2
Information Technology
→
Knowledge Sharing
0.826
17.812
0.000
H3
Knowledge Sharing
→
Adaptive Performance
0.103
0.674
0.501
Direct Effects:
H1: Information Technology → Adaptive Performance: There is strong empirical evidence regarding the
significant influence of Information Technology on enhancing Adaptive Performance within organizations
[26], [27] . Substantively, the magnitude of the standardized path coefficient of 0.641 indicates that an increase
of one standard deviation in the implementation and utilization of information technology will enhance the
organization's adaptive capacity by 64.1%. This considerable effect reflects how digital transformation has
become a critical enabler for organizational resilience in the face of an increasingly dynamic and uncertain
business environment (Zhang et al., 2025).
H2: Information Technology → Knowledge Sharing: Information Technology positively influences
Knowledge Sharing, as supported by robust empirical evidence (Davison et al., 2012). The standardized path
coefficient of 0.826 indicates a substantial and positive relationship between the two variables. A t-statistic
value of 17.812 and a p-value of 0.000 confirm that this relationship is statistically significant. These findings
reveal that information technology serves as critical infrastructure facilitating the knowledge-sharing process
within organizations. The effective implementation of information systems significantly enhances the
organization's capacity to capture, store, and distribute knowledge (Dubey, 2025).
H3: Knowledge Sharing → Adaptive Performance: Is rejected, as the path coefficient of 0.103 is statistically
non-significant (t=0.674, p=0.501). This finding indicates that Knowledge Sharing lacks a meaningful direct
influence on Adaptive Performance within this model (Pramudito et al., 2024). The finding suggests that the
mere circulation of knowledge is insufficient by itself to enhance adaptive capabilities. Instead, Knowledge
Sharing's role appears to be more indirect. It likely serves as a mediator between other organizational factors
and adaptive outcomes. This result underscores the complexity of organizational adaptation, emphasizing that
knowledge must not only be shared but also effectively applied to be beneficial.
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Table 2 : Indirect Effect
Hypothesis
Variable
Variable
Variable
Original
Sample / β
T
Statistic
Sig.
H4
Information
Technology
→
Knowledge
Sharing
→
Adaptive
Performance
0.085
0.658
0.511
Mediating Effect:
H4: Information Technology → Knowledge Sharing → Adaptive Performance: Hypothesis 4, which proposed
that Knowledge Sharing mediates the relationship between Information Technology and Adaptive
Performance, must be rejected based on the statistical analysis [32]. The indirect effect shows a very small
coefficient of 0.085, which proves to be statistically non-significant with a t-statistic of 0.658 and a p-value of
0.511. This indicates that Knowledge Sharing does not function as a significant mediator in transmitting
technology's influence on adaptive outcomes within this model . Therefore, while Information Technology
directly enhances Adaptive Performance, this effect does not operate through the mechanism of knowledge
sharing as it was theorized (Kim & Yoon, 2025). This finding reveals a more straightforward relationship
between technology and adaptation. Therefore, organizations should focus on technology's direct
implementation rather than relying on knowledge sharing as an intermediary pathway..
CONCLUSION
1. Information Technology directly and significantly enhances Adaptive Performance. This finding confirms
that investing in information technology is a highly effective strategy for directly building organizational
resilience and adaptive capability.
2. Information Technology directly and significantly enhances Knowledge Sharing. This result proves that
technology functions as critical infrastructure and a catalyst that empowers knowledge-sharing processes
within an organization.
3. Knowledge Sharing does not have a direct effect on Adaptive Performance. This reveals that the mere
sharing of knowledge is insufficient for improving adaptive capabilities. The value of knowledge lies in its
application, not just its dissemination.
4. Knowledge Sharing does not mediate the relationship between Information Technology and Adaptive
Performance. The relationship between technology and adaptation is direct and does not rely on the
intermediary mechanism of Knowledge Sharing as initially theorized.
Organizations need to prioritize the implementation of strategic and high-quality information technology as a
primary step in enhancing adaptive capacity. This is crucial to ensure that organizations can rapidly adapt to
changes in the environment. Knowledge sharing plays an important role in various organizational functions.
However, The effectiveness of information technology in enhancing organizational resilience increases when it
is applied directly and with a specific focus. Therefore, emphasizing the appropriate application of technology
can strengthen the organization's competitive edge. Furthermore, investment in quality information technology
can also drive innovation and operational efficiency. As a result, organizations should leverage information
technology as a tool to achieve their strategic objectives. Overall, a cohesive strategy that integrates
information technology with knowledge sharing is essential. This approach will significantly contribute to the
sustainability and growth of the organization.
ACKNOWLEDGEMENT
We would like to express our deepest gratitude to the Faculty of Economics and Business, Universitas Negeri
Surabaya, for their continuous support and encouragement throughout the research process. We extend our
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special thanks to the MBKM program coordinators. They facilitated access to the student participants and
provided valuable logistical assistance.
We express our sincere gratitude to our academic mentors and colleagues. Their insightful feedback and
constructive suggestions greatly improved the quality of this manuscript. Their expertise in digital
transformation and organizational behavior was instrumental in shaping our research framework.
We acknowledge the students who participated in the survey and contributed their insights, which were
invaluable to our research. The data collection process relied heavily on their cooperation; without it, we could
not have collected the necessary data.
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