Human Capital Adaptability in Naval Officer Development: Roles of Training, Digital Leadership, and Knowledge Management

Abstract

Weapons-system modernization changes the competencies required of naval personnel and increases the importance of workforce adaptability. This study examines the associations of modernization-oriented training (MOT), digital leadership (DL), and knowledge management practices (KMP) with human capital adaptability (HCA) and perceived naval officer development effectiveness (NODE). A cross-sectional quantitative survey was conducted with 250 naval personnel selected purposively from officer ranks and work fields related to operations, education and training, human resources, logistics, and weapon systems/technology. Data were collected using a five-point Likert questionnaire and analyzed using partial least squares structural equation modeling in SmartPLS 4 with 5,000 bootstrap subsamples. The measurement model showed satisfactory indicator reliability and convergent validity (loadings = 0.795-0.886; composite reliability = 0.933-0.943; AVE = 0.699-0.734), while HTMT values ranged from 0.350 to 0.636. MOT, DL, and KMP were positively associated with HCA (β = 0.366, 0.253, and 0.252), and HCA was positively associated with NODE (β = 0.284). The three predictors also had positive direct associations with NODE, and the indirect effects through HCA were significant (β = 0.104, 0.072, and 0.072). The model explained 43.8% of HCA and 48.1% of NODE variance. The findings support an integrated human-capital approach in which relevant training, digitally oriented leadership, and knowledge practices are jointly associated with adaptability and perceived officer-development effectiveness. Because the design is cross-sectional and self-reported, the results should be interpreted as associations rather than causal effects.