THE IMPACT OF CONTINUOUS ORGANIZATIONAL CHANGE ON EMPLOYEE BURNOUT: THE MEDIATING ROLE OF ROLE AMBIGUITY IN DIGITAL MARKETING FIRMS

Abstract

Continuous organizational change has become a common phenomenon in digital-based industries. However, repeated structural adjustments, shifting work systems, and evolving performance indicators may generate unintended psychological consequences for employees. This study examines the effect of continuous organizational change on employee burnout, with role ambiguity as a 
mediating variable. The research was conducted at PT Ethos Kreatif Indonesia, involving 180 employees across various departments. Data were collected through a structured questionnaire and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that continuous organizational change significantly increases role ambiguity and employee burnout. Role ambiguity also significantly influences burnout. Furthermore, mediation analysis reveals that role ambiguity partially mediates the relationship between continuous organizational change and burnout. The findings suggest that burnout does not solely arise from the presence of change itself, but from the uncertainty and unclear expectations that accompany repeated organizational adjustments. This study contributes to organizational change literature by highlighting role ambiguity as a critical psychological mechanism linking continuous change and employee burnout in digital marketing firms. Practically, the results emphasize the importance of structured change communication and role clarification to mitigate burnout risks in dynamic organizational environments