Cybersecurity Governance and Business Performance: The Mediating Roles of Digital Trust and Organizational Resilience

Didik Sofiyan  Haryadi; Kapsah Kapsah; Aldina  Esty; Henny Kumalasari  Widodo; Sri  Handoko

doi:10.51903/jmxcvg29

Authors

Didik Sofiyan Haryadi Universitas Sains dan Teknologi Komputer, Kota Semarang, Jawa Tengah, Indonesia
Kapsah Kapsah Universitas Sains dan Teknologi Komputer, Kota Semarang, Jawa Tengah, Indonesia
Aldina Esty Universitas Sains dan Teknologi Komputer, Kota Semarang, Jawa Tengah, Indonesia
Henny Kumalasari Widodo Universitas Sains dan Teknologi Komputer, Kota Semarang, Jawa Tengah, Indonesia https://orcid.org/0009-0002-3698-127X
Sri Handoko Universitas Sains dan Teknologi Komputer, Kota Semarang, Jawa Tengah, Indonesia

DOI:

https://doi.org/10.51903/jmxcvg29

Keywords:

Business Performance, Cybersecurity Governance, Digital Trust, Organizational Resilience, PLS-SEM

Abstract

Cybersecurity has become an important organizational concern as businesses increasingly depend on digital technologies and information systems. This study examines the modeled relationship between Cybersecurity Governance and Business Performance and investigates the complementary mediating roles of Digital Trust and Organizational Resilience. A quantitative PLS-SEM design was applied to a simulated dataset of 180 observations and analyzed using SmartPLS 4. The simulation was constructed to be consistent with the proposed conceptual model; therefore, the reported coefficients illustrate the behavior of the specified model rather than independently observed organizational behavior. The results show positive modeled relationships between Cybersecurity Governance and Business Performance (β = 0.201), Digital Trust (β = 0.742), and Organizational Resilience (β = 0.650). Digital Trust (β = 0.330) and Organizational Resilience (β = 0.399) also show positive modeled relationships with Business Performance. The indirect effects through Digital Trust and Organizational Resilience are 0.245 and 0.259, respectively, while the direct relationship remains significant. These results illustrate a complementary mediation pattern within the simulated model. Because the data were generated from the proposed model, the findings should be interpreted as simulation-based illustrations and not as evidence of real-world organizational effects. Empirical validation using organizational data is therefore required.

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