The Moderating Role of Emotional Intelligence in the Relationship Between Employee Resilience, Perceived Organizational Support, and Work Engagement: A Multi-Sector Study in Saudi Arabia

Employee engagement plays a crucial role in organizational success, influencing productivity, retention, and overall workplace performance. This study examines the impact of employee resilience and perceived organizational support (POS) on work engagement, with emotional intelligence (EI) as a moderating factor, across multiple sectors in Saudi Arabia. Grounded in the Job Demands-Resources (JD-R) model, the study hypothesizes that resilience and POS positively influence engagement, while EI moderates these relationships by enhancing employees’ ability to leverage resilience and support effectively. A quantitative research approach was employed, using a structured survey distributed to 450 full-time employees across industries such as healthcare, education, finance, manufacturing, and IT. Data were analyzed through structural equation modeling (SEM) to assess the relationships among the variables. The findings confirm that employee resilience and POS significantly enhance work engagement, supporting the direct effects. Additionally, EI moderates these relationships, indicating that employees with higher emotional intelligence are better equipped to utilize resilience and organizational support to sustain engagement. These findings contribute to Saudi Vision 2030, emphasizing workforce development and employee well-being. The study provides practical insights for HR professionals on fostering engagement through resilience training, supportive workplace policies, and emotional intelligence development programs

The Role of Digital Transformation in Enhancing Sustainable Innovation: The Mediating Effect of Digital Organizational Culture in Higher Education Institutions

This study examines the role of Digital Transformation (DT) in enhancing Sustainable Innovation (SI) within higher education institutions in Egypt, emphasizing the mediating effect of Digital Organizational Culture (DOC). Grounded in the Resource-Based View and socio-technical systems theory, the research conceptualizes DT as a multidimensional process involving technological adoption, process redesign, and strategic realignment. DOC is positioned as a strategic intangible resource that shapes how digital capabilities are translated into sustainability-oriented innovation outcomes. A quantitative research approach was employed, with data collected from 400 academic and administrative staff across public and private universities through a structured questionnaire. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to test the hypothesized relationships. The results reveal that DT has a significant positive impact on DOC and SI, while DOC itself strongly influences SI. Furthermore, mediation analysis confirms that DOC partially mediates the relationship between DT and SI, indicating that DT’s impact is substantially enhanced when supported by a strong digital culture. These findings underscore the intertwined nature of technology and culture in driving innovation that aligns with environmental, social, and economic sustainability goals. The study contributes to existing literature by integrating DT, DOC, and SI into a single empirical framework and by contextualizing the relationships within a developing country’s higher education sector. Practical recommendations are provided for policymakers, educational leaders, and technology providers to integrate cultural transformation with digital strategies for long-term sustainability impact