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Trust-Based Active Participation in the Relationship of the Role of Information Technology towards Organizational Performance: A Human Resource Perspective [version 1; peer review: awaiting peer review]
Дата публикации: 31-07-2026 12:00:55

The main objective of this study is to analyze the role of Trust-Based Active Participation (TBAP) in improving Organizational Performance (OP) by enabling Information Technology (IT) within the context of knowledge infrastructure. Crystallization of entity participation in Organizational Learning (OL) with “trust” value bonds within could strategically intensify the innovative source and help the organization to get customer satisfaction. This study emphasizes the Human Resource perspective using a sample of 177 millennial generations who had become technology-based business owners in Indonesia. Data were obtained by distributing questionnaires using a purposive sampling method and processed using structural equation modeling (SEM). The empirical model confirms that IT can become an enabler for OP (α = 0.930) indirectly by implementing TBAP (α = ***). The research study has proven the existence of full mediation from TBAP (α = 0.027) as a mediation role for the research gap and managed to contribute to the body of knowledge, especially in the domain of human resources.

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Introduction

Research on Organizational Learning (OL) placed as the concept to mediate the existence of the IT role towards OP has attracted interest in previous studies (Jiménez-Jiménez & Sanz-Valle, 2011; Sancez, Milan, & Sahuquillo, 2018; Torkestani, Mazloomi, & Haghighat, 2014; Yunis, Tarhini, & Kassar, 2018), such OL research is based on the understanding that organizations are units within a comprehending and continuous learning environment (Cangelosi & Dill, 1965). OL inspires the induction of knowledge from experience sourced from within or outside the organization (Miron-Spektor & Beenen, 2015), where the accumulation establishes repository knowledge (Schulz, 2017). In their study (Levitt & March, 1988) confirmed the key aspect of OP in the form of routine-based knowledge established from the experience of the members of the organization, one of which was technology, especially IT. IT as infrastructure is an encouraging key aspect in the dynamic theory framework for the creation of innovation. Innovation is an enabler of OP (s. Kim & Lee, 2006; Matin & Sabagh, 2015; Naidoo & Hoque, 2018; Peñalba, Guzmán, & De Mojika, 2015). The study by Hermawan, Sartono, Nunung, and Luqman (2016b) adding that the concept of a product to be accepted in current competition depends more on the innovation value and product diversification than only focusing on the price and quality. Studies on innovation are frequently conducted using a learning approach (Giniuniene & Jurksiene, 2015; Gomes & Wojahn, 2017; Hu, 2014; Jian & Zhou, 2015), why? This is because learning becomes a multiplier effect that encourages stronger input resources in innovation. Today, innovation studies involving the role of IT and learning are relevant to issues of the millennial generation, where Human Resources are the subject that directs the achievement of business innovation (Thompson, 2016).

Skiba and Barton (2006) confirmed that the difference from millennials is human resource multitasking ability as well as courage in executing innovation. Both are encouraged by curiosity to explore knowledge as active learners (Farrell, Hurt, & Leadership, 2014; Monaco & Martin, 2007). The current millennial generation has begun to occupy a significant managerial position; the millennial generation is understood in many studies as the defense line of the organization in the future (Limited, 2017). The potency of Indonesia’s and the world’s economic profile is currently powered by the millennial generation (Gopinath, 2020). The millennial generation is the generation that fond of work-life challenges, the first generation to put the concept of fun in work life, and daily they massively use IT to fulfill their work demands. Related to the efficacy of using IT, there has been an evolution from technological anxiety in the baby boomer generation, x generation, to tech-savvy for the millennial generation. The millennial generation who are familiar with technology since they were kids, make the performance of efficacy range in the utilization of technology compared to the previous generation (Canedo, Graen, Grace, & Johnson, 2017; Kosterlitz & Lewis, 2017; Liu, Zhu, Serapio, & Cavusgil, 2019; Meng, Reber, & Rogers, 2017; Palmer, 2014). This evolving phase period further becomes the first gap in this study, which is called the theory application void (Müller-Bloch & Kranz, 2015).

Digital business development is more dominant than physical business development (Mkansi & Nsakanda, 2019). Moreover, geolocation issues in Indonesia, extremely, in fact, many malls collapsed for being defeated in competing with MSME business controlled remotely with fewer employees and more limited space (Hermawan, Suharnomo, Sartono, & Hindrawati, 2020). It was also discovered that MSME online business significantly contributed to GDP and foreign exchange. The millennial generation is a champion of human resources. They are currently struggling at the frontline of innovation and national economic growth (Deloitte, 2019). The millennial generation, which is encouraging the emergence of digital businesses such as Facebook, Amazon, Alibaba, Grab, and Gojek, has changed the profile of the world in the trade market and signified the innovative entrepreneur (IE) era. Millennial IE cannot leave behind the role of IT in their daily work-life. IT, in its capacity as a tool of knowledge infrastructure, has developed from just a supporting tool to a strategic tool attached to the vision and mission of the organization. IT in an organization is strategically used to maintain knowledge upstream downstream. For instance, data mining, market investigation, impulse buying sensors, knowledge absorption tools, e-HRM, and IT capacity for market penetration. The implementation of IT is increasingly positioned as a strategic tool inherent in the organization’s vision and mission. This phenomenon provides the input of challenges to build synergy in work life, such as virtual leadership and virtual meetings. Such challenges are identical to the strengthening of millennial capacity as technology-savvy. There have not been many studies exploring empirically the behavior of the millennial generation when they decided not to work for someone, but to become entrepreneurs who run their online businesses. The questions were: Will the IT they are familiar with being massively able to boost their business performance? Will the term “active learner” and “tech-savvy” which inherent in Human Resource capabilities of millennial generation help build innovative entrepreneurial character?

The direction of this paper is to retest the influence of IT on OP, which is still inconclusive and becomes the second gap in this paper, which is called contradictory evidence (Müller-Bloch & Kranz, 2015). The strengthening of the role of IT is mediated by the concept of novelty derived from the OL theory. This study used an analysis unit in the form of a millennial MSME online business. Such concept novelty is necessary to fill the body of knowledge from the influence of the role of IT as infrastructure towards OP, since the concept of OL only is not significant to uplift the role of IT in OP (Amrul & Hardi, 2010; Gomes & Wojahn, 2017; Iwan Hermawan & Suharnomo, 2019). This paper offers Trust-Based Active Participation (TBAP) derived from grand theory OL (Cangelosi & Dill, 1965) by emphasizing the strengthening value such as “trust” in the bonds of human capital collaboration. Millennials are active participants (Farrell et al., 2014; Gunnoe, Kashiwagi, & Corea, 2018; Liu et al., 2019) who place value trust at a crucial position when they ally (Bilgihan, 2016; Jennings & Laura, 2004). The presence of Trust in OL encourages knowledge sharing as one of the key frontrunners in fostering innovation to be built safely, where members do not consider their workmates as their future competitor candidates so that tacit knowledge is voluntarily shared. The synergy between explicit and tacit knowledge fosters the accelerated attainment of innovation in an organization’s methods, processes, and products. Therefore, using the OL concept without presenting how trust is built would create the potency of a cohesive gap in learning. In particular, a learning environment without trust could not strongly encourage the emergence of knowledge induction among the members up to level tacit; consequently, the role of IT as infrastructure is not optimal to boost OP achievement. The absence of tacit knowledge itself would become a loss benefit in work life when facing critical bottleneck problems. In this paper, it is strategic to offer a novel TBAP as a form of modification from the OL concept to bridge the role of IT on OP.

Research model and hypothesis

The objective of this study is to empirically test the novelty of the TBAP mediator filling the space of the body of knowledge in the OL domain, bridging the role of IT in OP. From a human resource perspective, the cohesiveness of collective work is fostered through mediation, as information technology alone cannot independently establish a direct role in organizational performance. The mediation variable offered is the TBAP derived from Learning Organization (LO) theory formulation into a research model. The explanation for each hypothesis is presented in Figure 1.

905e4059-f035-4a0d-aac9-d505127fd987_figure1.gif

Figure 1. Conceptual model.
IT and OP

Information Technology (IT) in the context of infrastructure is a part of an organization used to facilitate the integration of inter-unit knowledge (Alaarj, Abidin-Mohamed, & Bustamam, 2016; Mills & Smith, 2011). IT, in the context of knowledge management, is a technology-based resource asset, both in hardware and software, empowered to integrate the organization’s entity to provide, create, transfer, store, and protect the flow of knowledge. The studies by several authors (Abrego Almazán, Sánchez Tovar, & Medina Quintero, 2017; Akbar Farhanghi, Abbaspour, & Abachian Ghassemi, 2013; Garcia-Morales, Martín-Rojas, and Lardón-López (2018); (Yunis et al., 2018), stated empirically that the presence of IT would directly affect OP. Along with such studies, a study by (Marzo & Braccini, 2016) expressed that millennials as human resources have a strong interest in IT, which is correlated with their knowledge environment in uplifting their work performance. On the other hand, previous researchers have revealed that IT cannot directly uplift the OP (Gërguri-Rashiti, Ramadani, Abazi-Alili, Dana, & Ratten, 2017; Hermawan et al., 2020; H. J. Kim, 2017; Mikalef & Pateli, 2017), because IT is a resource that needs other elements of the organization to convert it into performance. This is the proposed hypothesis, H1: IT has no significant effect on OP.

IT and TBAP

The learning concept run in an organization is an accumulation of experiences, and it develops into a routine that is then recorded as the foundation of repository knowledge (Levitt & March, 1988; Schulz, 2017), in which IT plays an essential role in the learning process. Millennial is identical with IT (Harrison, 2016; Stokes, 2019) and they are also active learners (Farrell et al., 2014; Gunnoe et al., 2018; Monaco & Martin, 2007), they fond of work-life challenges and knowledge is their facility. Trust among millennials is very expensive (Davis, Niekerk, & Okumus, 2018), therefore, Millennials put trust as one of the crucial supporting pillars in building alliances, such as in working groups, knowledge sharing, and OL. According to (Alsharo, Gregg, & Ramirez, 2017), the cognitive learning approach in the learning process provides exclusive value in the organization in the form of “trust.” A trust-based learning aspect binds every individual strongly to voluntarily share their knowledge voluntarily (Edmondson, 1999). IT, as a trusted agent, encourages the growth of synergy to share knowledge in establishing an organizational knowledge repository (Hashim & Tan, 2015; Hislop, 2002) so that IT has strong relevance to trust-based OL. The novel concept proposed in this paper is TBAP. TBAP is a concept derived from the modified LO theory, with trust as collective cohesiveness to build deep learning in the organization. In its ontology, the TBAP is a cognitive social concept of OL that has the efficacy to actively participate in knowledge sharing in the social environment by emphasizing trust as its crucial value. This is the hypothesis proposed: H2: IT has a significant effect on TBAP.

TBAP and OP

The existence of the learning process as part of the human capital activity, especially with active participation from each member of the organization, has become a strong foundation for improving OP (Akturan & Çekmecelioğlu, 2016; Henttonen, 2016; Hermawan et al., 2020; Jiménez-Jiménez & Sanz-Valle, 2011; Masa’deh, Obeidat, & Tarhini, 2016; Ozer & Vogel, 2015; Yilmaz, 2011). OL in handling the complexity of activity in the business process can improve organizational productivity (García-Morales, Jiménez-Barrionuevo, & Gutiérrez-Gutiérrez, 2012). Millennials are effective in actively learning and encouraging OP growth of OP (Farrell et al., 2014; Monaco & Martin, 2007). Trust and OP are relevant to millennials (Sarwono & Bernarto, 2020), where OL through the cognitive approach improves cohesiveness in the learning process (T.-P. Dong, Hung, & Cheng, 2016; Miron-Spektor & Beenen, 2015). Other than explicit knowledge, value trust in TBAP provides an opportunity for the emergence of tacit knowledge acquired in the method, process, and product that ended up in improving OP (T.-P. Dong et al., 2016; Y. Dong, Bartol, Zhang, & Li, 2017; Hashim & Tan, 2015). This is the hypothesis proposed: H2: TBAP has a significant effect on OP.

TBAP and IE

An organization that applies the concept of an innovative entrepreneur (IE) focuses its attention on new opportunities. Such opportunities are certainly obtained from embedded affective motivation, strong leadership commitment, and discovery lifestyle (Al Mansoori & Majed, 2016; Bagheri, 2017). An entrepreneur with a core business formulates an inimitable unique product in the form of their lifestyle (Bagheri, 2017). Therefore, to always obtain updated ideas, IE must be supported in OL, which facilitates deep learning. Tacit knowledge embedded within human resources is essential for maintaining competitive advantage rooted in values, action, and commitment (Dada & Fogg, 2016). In the context of IE, OL encourages integrated inter-individual knowledge throughout all aspects (Dada & Fogg, 2016), plays a role in supporting entrepreneurs in triggering innovative ideas, while OL based on trust present organizational culture, which is cohesively dynamic, would relevantly improve IE capability (Langer, 2004). Millennials should be innovative (Edoho, 2016), as the character of active learner millennials (Farrell et al., 2014) through TBAP would significantly influence IE. The following is the hypothesis proposed: H3: TBAP has a significant effect on IE.

IT and IE

From a Human Resource perspective, IT facilitates the organization to foster innovative entrepreneurs who are inseparable from novel ideas, new product development, new problem solving, and anti-plagiarism as a key mechanism in recognizing market opportunities (Babic & Golob, 2018; Kocak, Carsrud, & Oflazoglu, 2017). IT relatedness to IE attracts the attention of Saat, Maisurah, and Hanim (2015) by revealing that IT and Internet of Things (IoT) support integration. IT enables the string up of malleable idea patterns, fostering the presence of creativity and discovery as an entrepreneur’s capability (R. A, 2017). On the other hand, in a study, it was proven implicitly that IT does not have a significant influence on entrepreneurship (Olugbola, 2017), and takes the middle concept in the form of other elements within the organization to become dynamic (E. K. Matin & Sabagh, 2015). In an organization, IT becomes a strategic tool to stimulate human resources to change their way of thinking and intention to innovate in their businesses (Babic & Golob, 2018). (Ejemeyovwi et al., 2019; Janson & Wrycza, 1999) addressed IT capability in a knowledge-based context within an organization, which has increased over the last two decades. The role of IT in an organization is to maintain sustainability in entrepreneurship. IT in the filed entrepreneur and millennial has a strong connection to life-style and encourages the creation of innovation (Mumtaz, Shafi, & Zafar, 2017). This is the hypothesis proposed: H4: IT has a significant effect on IE.

IE and OP

Entrepreneurship and OP empirically have a strong connection in many studies (Chege, Wang, & Suntu, 2020; Olubisi Grace & Carolyn Ugochi, 2018; Vanacker, Zahra, & Holmes, 2017). IE with ideas implemented in the process and products would become a considerable aspect of increasing OP (Gruber-Muecke, 2015). Millennials with disruptive ideas remain in the industry (Liu et al., 2019). The millennial generation is relevant to innovation, and work-life challenges have become its lifestyle, so that the IE concept is relevant to OP. Organizations with high innovation would be difficult for competitors to cope with in terms of model, method, and products developed. It is because they have inimitable, and unique output and contain rare tacit knowledge as the key to innovation, and eventually it shows superior OP (Hermawan, Sartono, & Khakim, 2016a). Innovation, which is the core task entrepreneur as a human resource, assures the organizational capability of OP (Cavusgil, Calantone, & Zhao, 2003; Martin & Javalgi, 2016). This is the proposed hypothesis: H5: IE has a significant effect on OP.

Methodology
Sample

The sample of the study was online businesses of MSME with at least five employees. The reason for determining at least five employees was that this study measured the needs of innovation through the synergy of the working team at the organizational level. The respondents were a millennial generation in their capacity as managers or as MSME online business owners. The millennial generation was born between 1980 and 2000 (Murray, 2011). Data were obtained through questionnaire distribution using a purposive sampling method to 195 respondents with a feedback percentage of 90.77% or as many as 177 respondents. All research procedures were conducted in accordance with ethical research principles that obtained ethical clearance from the Research and Community Service Center of Politeknik Negeri Semarang (approval number: 361A/PL/4.1.6/PT/2025). Prior to participation, all respondents were provided with information explaining the study procedures, confidentiality measures, and participants’ rights. Participation was voluntary, and informed consent was obtained through an implied consent process. Consent was inferred from respondents’ decision to proceed with and complete the questionnaire after reviewing the participant information provided. To reduce the potency of common method bias, the procedural remedies technique was used by re-verifying the second-person organization (Podsakoff, MacKenzie, Lee, & Podsakoff, 2003). Since data processing employed a Structural Equation Modeling (SEM) analytical tool using software analysis of Moment Structures (AMOS), the sample adequacy was set to 5–10 times (multiplier) the number of indicators. In this research, there were 16 indicators, which meant that the minimum number of samples was 112 (seven times of total 16 indicators) so that the existing sample fulfilled the calculation adequacy in SEM (Hair, Black, Babin, & Anderson, 2009).

Table 1 shows that most of the respondents who were e-commerce business owners as human capital were women; nevertheless, the difference between them was not significant (8%). It can be said that the distribution of gender was relatively symmetric. The sample distribution for the millennial entrepreneurial profession was dominated by undergraduate education titles (67%). Entrepreneurs simply obtain useful, good educational input and become their repository knowledge stock in carrying out their businesses.

Table 1. Respondent characteristics.DescriptionTotal of number Percent (%)Gender Male8146 Female9654Education Non-Formal 32 Associate degree2414 Bachelor degree11967 Master degree53 Senior High School2615
Measurement

The sample measurement in this research used scores of 1–10 (strongly disagree–strongly agree) on the questionnaire. To obtain data adequacy to be tested and to reduce bias result potency, it measures Confirmatory Factor Analysis (CFA) to test uni-dimensional from each dimension forming latent variable with cut off indicator determined by Hair et al. (2009) and the following results are obtained:

Table 2 shows that each CFA testing on each variable has met the cut-off determined. It could be said that each factor forming variables are well confirmed.

Table 2. Summary of confirmatory factor analysis.VariableChi-Square Prob ≥0.05dfCMIN/DF ≤ 2.00RMSEA ≤0.08GFI ≥ 0.90AGFI ≥0.90TLI ≥ 0.90CFI ≥ 0.90IT2.4860.28921.2430.0370.9930.9660.9820.994TBAP0.3720.83020.1860.0000.9990.9951.0431.000IE3.8410.14721.9200.0720.9900.9490.9800.993OP0.0310.86010.0310.0001.0000.9991.0201.000

Table 3 reveals that the value of the loading factor for each construction satisfies the limit (> 0.5). To see the value of the construct reliability of each latent variable with a cut-off of 0.6–0.7, it could be concluded that the model statistic is reliable and feasible for the analysis of the full model SEM.

Table 3. Measurement detail of standardized factor loadings, reliability tests, and fit statistics.Item descriptionStandardized factor loadingsCRInformation Technology (IT) (Roldán, Real, & Sánchez Ceballos, 2018)0.649

  • - IT Usage

0.538

  • - Storage and Recovery Technology

0.600

  • - Collaboration Technology

0.568

  • - Business Intelligence Application

0.542Trust-based Active Participation (TBAP) (Ardichvili, Page, & Wentling, 2003; Jain, Sandhu, & Goh, 2015; Jung, Choi, Lim, & Leem, 2002; Real, Leal, & Roldán, 2006; Wenger, 2000; X. Zhang, Long, Wang, & Tang, 2015)0.705

  • - Trusted Learning Induction

0.586

  • - Active Participation Efficacy

0.715

  • - Conflict Convert to Productivity

0.636

  • - Social Cognitive Learning

0.500Innovative Entrepreneur (IE) (Dada & Fogg, 2016; Janson & Wrycza, 1999; Wang & Wang, 2012)0.835

  • - Novel Ideas

0.858

  • - New Product Development

0.780

  • - New Problem Solving

0.766

  • - Anti-plagiarism

0.566Organizational Performance (OP) (Gumusluoglu & Ilsev, 2009)0.918

  • - Overall Performance in Organization

0.710

  • - Organization Productivity

0.846

  • - Market Growth

0.959

  • - Customer Satisfaction

0.599Goodness of fit statistic Chi-Square ProbdfCMIN/DFRMSEAGFIAGFITLICFI99.6050.301931.0710.0200.9360.9070.9920.994
Analysis of data and result
Hypothesis testing

Model structural testing was conducted to determine whether the six proposed hypotheses were acceptable:

Figure 2 empirically shows that there are five acceptable hypotheses (P < alpha), and one hypothesis is rejected (P > alpha). Hypothesis 1 (H1) is accepted (0.930 > 0.05), which states that IT has no significant effect on OP. Hypothesis 2 (H2) is accepted (*** < 0.001), which indicates that IT has a significant effect on TBAP. Hypothesis 3 (H3) is accepted (0.027 < 0.05), indicating that TBAP has a significant effect on OP. Hypothesis 4 (H4) is accepted (0.001 = 0.001), proving that TBAP have a significant effect on IE. Hypothesis 5 (H5) is rejected (0.507 > 0.05), stating that IT has no significant effect on IE. Hypothesis 6 (H6) is accepted (0.007 < 0.05), revealing that IE has a significant effect on OP.

905e4059-f035-4a0d-aac9-d505127fd987_figure2.gif

Figure 2. Estimated causal relationship in structural model.

Table 4 shows that the presence of full mediation on the gap between IT and OP facilitated by TBAP. This is because IT has been proven empirically could not directly influence OP with the structural equation of OP = 0.430IT + 0.607TBAP + 0.283 IE. It could be seen that IT managed to uplift OP indirectly through TBAP of 0.193. Other than through channel IT ➔ TBAP ➔ OP, the research result offers additional IE moderator among them so that the channel of IT ➔ TBAP ➔ IE ➔ OP. The rejection of H5 explains that IE could not be a full mediator as TBAP bridges the role of IT to OP, along with the study by Olugbola (2017). IT as the source should be in synergy with other elements such as TBAP to create a multiplier effect on OP.

Table 4. Direct, indirect and total effects of latent variables.Effect on endogenous variableDirect effectIndirect effect Total effectEffects on TBAP H2: IT0.745-0.745Effects on IE H4: TBAP0.682-0.682H5: IT−0.128(ns)0.5080.380Effects on OP H1: IT0.014(ns)0.4160.430H3: TBAP0.4140.1930.607H6: IE0.283-0.283
Discussion

This study originates from an identified gap within the body of knowledge in the domain of human resource perspectives, particularly in the context of the influence of IT on OP. The previous repository study in this domain has formed two poles of opinion that are reduced to Teece (1986) and Powell and Dent (1997). Thus, the role of IT in OP remains unclear. Based on the several studies (Sancez et al., 2018; Teece, 1986; Yunis et al., 2018; P. Zhang, Zhao, & Kumar, 2016), it is found evidence that IT has a significant influence on OP. This is because IT is an organizational instrument that is easy to copy and paste to other organizational units and immediately creates competitive advantages (Teece, 1986) and becoming the poles of the first opinion in this study domain. This opinion receives feedback and contradicts the findings of other researchers, who have empirically proven that IT has no significant influence on OP (Chiu & Chen, 2016; José, Juan, & Silvia, 2018; Matin & Sabagh, 2017; Mendejin & Arastekhoo, 2017; Rasel, 2016). IT is a static supporting tool that does not directly affect effect on the performance of OP (Mikalef & Pateli, 2017). Studies on IT do not significantly affect OP to become the second pole of opinion, referring to Powell and Dent (1997). This reveals that IT is a knowledge infrastructure component in which its existence must be within an organization. However, IT is only a resource tool that cannot stand alone in boosting organizational performance.

This study offers TBAP as a novelty since only OL would not be sufficient to boost the role of IT in OP, as proven in the studies (Amrul & Hardi, 2010; Gomes & Wojahn, 2017; Santos-Vijande, Sanzo-Pérez, Álvarez-González, & Vázquez-Casielles, 2005; Tippins & Sohi, 2003). The TBAP is a model of approaches derived from the grand theory of OL (Cangelosi & Dill, 1965), in which the TBAP variable has the following dimensions: trusted learning induction, active participation efficacy, conflict conversion to productivity, and social cognitive learning. This OL modification is directed to build knowledge induction efficacy among members through a trust-learning bond. Trust is brought up as a strategic value in OL used to drive a knowledge-sharing environment, so that the members of the organization can share knowledge at the tacit level voluntarily. The novelty embedded in this concept, when viewed from a human resource perspective, positions the TBAP framework as transcending the traditional scope of OL.

Millennials are recognized as tech-savvy from human resources (Alton, 2018), and are ready to use technology-based digital business breakouts such as e-commerce, e-marketplace, e-shop, and e-payment. Millennials establish fun at work, keens on challenges in work life (Gunnoe et al., 2018) and have a discovery style (Bagheri, 2017), therefore, IT has become a strategic tool in building solutions to overcome their thirst for new knowledge (Farrell et al., 2014). This is relevant to the acceptance of H2, proving empirically that IT has a significant influence of IT towards TBAP. Millennials can convert IT infrastructure, which is originally static, into media that builds TBAP dynamically. Trust and active learners provide crucial values that encourage more roles through IT. With the TBAP as the intermediary, IT can initially run its role to uplift the OP. In this study, TBAP as an OL concept modification had a significant influence on OP. The tech-savvy characteristic of millennials practically helps to build their ways of technology to enhance learning within the organization and foster TBAP into OP. Referring to H1 and H2, both underline the TBAP variable, as the derivation of LO theory has been proven empirically to be a full mediator bridging the role of IT in OP.

H5 proves that IT’s influence on IE is not significant. This is in line with previous research implicitly (Olugbola, 2017). Similarly, H1 and H4 are acceptable; this addresses TBAP as a full mediator bridging the role of IT towards OP and IT towards IE. On the other hand, IE becomes a partial mediation bridging the second gap in the form of IT’s role in OP, which is still inconclusive. This is proven by the acceptance of H6, which shows the influence of IE on Op, in line with previous studies (Cavusgil et al., 2003; Olubisi Grace & Carolyn Ugochi, 2018). This finding provides evidence of millennial capability in the knowledge-based paradigm era, where intellectual property and product uniqueness become OP enablers. IE offers unique products that are relevantly accepted by the market as an OP manifestation. OP indicates that the business organization has gained profit and would survive the market (Jiménez-Jiménez & Sanz-Valle, 2011).

In establishing their businesses, millennials build efficacy in the TBAP concept that strengthens the characteristic they brought as the tech-savvy generation, recalling the role of IT and converting its influence towards OP significantly with the strongest total effect. IT also becomes a strategic media attached to millennials to build IE through TBAP, which eventually leads to the capability of IE to achieve OP. Based on the above discussion, IT is known to play an essential role in OP optimization through the TBAP. IT has become a catalyst to trigger competitive innovation and delivers a new, unique development of business to improve performance. The importance of value “trust” in TBAP is supported by the ultimate IT so that the process of the socio-cognition of OL becomes more massive, but also not to remove the essence of learning. For instance, the presence of IT in its manifestation, such as data mining, virtual meetings, online consolidation, e-HRM, and market penetration tools, on e-commerce digital businesses has significantly influenced OP and IE achievement through the existence of the TBAP. To see from the study analysis unit, millennials with predicate strong from savvy tech helps them build IE and affects OP.

The TBAP process forms a strategic knowledge repository to boost OP. The organization of a knowledge repository becomes a priceless solution mode in handling critical conditions, such as bottlenecks, unexpected orders, demands for technology development, and quick changes in market taste. The availability of a knowledge repository, including tacit knowledge sharing from seniors, would enrich creative thoughts that have the potential to grow substantially within entrepreneurs. Along with (Tamayo-Torres, Gutiérrez-Gutiérrez Leopoldo, Llorens-Montes Francisco, & Martínez-López Francisco, 2016), OL becomes the antecedent of innovation in two stages: innovativeness and capacity to innovate. This shows that the level of innovation from entrepreneurs, which represents the core existence of human resources, depends on their ability to absorb knowledge well, either from the inside or from the outside, especially through the learning process. Brainstorming activities in a learning group might launch brilliant insights that make the organization unique and produce inimitable products. The presence of an inimitable product and an adaptive environment was intercepted. TBAP provides tonic in the form of an adaptive environment for entrepreneurs to think innovatively by developing learning capabilities from many variants of resources.

Implication and conclusion

This research managed to fill in the research gap by studying the influence of IT on inconclusive OP. IT, which is familiar to millennials, has been proven to boost their organizational performance through the TBAP role, where the predicate of the active learner and tech-savvy from millennials contribute to IE character building. This study confirms the conclusion that TBAP fully mediates the influence of IT’s role in OP.

The TBAP has four elements: (a) Trusted Learning Induction; energizing interaction produces knowledge induction by the presence of trust in the learning environment. Trust provides a space in which knowledge is voluntarily shared at the tacit level. (b) Active Participation Efficacy: This element is meant to build socio-cognitive efficacy on organization members to actively participate in the discussion forum and knowledge sharing. Active participation becomes an accelerator, forming active learner capability. (c) Conflict Convert to Productivity: conflict to find the solution to the problem must exist in an organization, but the responsibility of this dimension is to produce productive conflict learning as a TBAP element. This dimension refers to the ability to provide disruptive solutions when an organization finds a bottleneck problem from work-life challenges. (d) Social Cognitive Learning is a dimension encouraging the presence of open innovation obtained from individual capacity as an organizational agent in social relationships both within and outside the organization. This capability enables information arrangement combined with the knowledge needed by the organization to face the turbulence of challenges in work life. The peculiarity of TBAP is trust, as an exclusive value in the OL frame that enhances the learning concept; millennials appreciate trust, which has expensive prices in a learning alliance relationship. The implication for managers and millennials is the need for consideration to build an adaptive and fun working team environment, as well as a harmonious working atmosphere.

The limitation that becomes the focus of this study is the indicator of built OP on the non-financial side. Further, a retest with the ROA approach, ROI with the analytical unit covering cross-generation and culture longitudinally, is required to test the TBAP as the derivation of LO theory to prove its consistency.

Data availability
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