Exploring the Role of Employee Competence and Learning Agility in Supporting Organizational Adaptation in the Disruption Era: A Qualitative Study in Indonesia

Abstract

The disruptive era, marked by accelerated digitalization, globalization, and market uncertainty, requires organizations to develop stronger adaptive capacities than ever before. Organizational adaptation is not merely a matter of structural changes and strategic alignment but is also largely determined by human resource factors. This study aims to explore in depth the role of employee competence and learning agility in supporting organizational adaptation in the disruptive era. A qualitative approach was employed with a case study strategy involving several organizations in the service and manufacturing sectors undergoing digital transformation. Data were collected through in-depth interviews with employees and managers, participatory observation, and internal document analysis. Data analysis was conducted thematically to identify patterns of relationships among competence, learning agility, and organizational adaptation. Findings reveal that employee competence extends beyond technical skills to encompass soft skills such as communication, collaboration, and complex problem-solving. Learning agility emerges as a reinforcing factor that enables employees to leverage past experiences to address new challenges. Organizations that successfully adapt are those capable of synergizing employee competence with a learning culture that fosters agility. This study contributes to the human resource management literature, particularly in the Indonesian context, by emphasizing the importance of not only competence development but also the cultivation of ecosystems that support continuous learning. Practically, the study underscores the need for organizations to respond to disruption not merely by surviving but by innovating and leading in the market.