Organizational Trust as a Driver of Eudaimonic and Digital Well-Being in IT Professionals: A Cross-Cultural Study

Abstract

(1) Background: This study examines the relationships between organizational trust, eudaimonic well-being, and digital well-being among IT professionals in Poland and Italy. The research investigates how organizational trust influences well-being outcomes in contrasting cultural and economic environments. (2) Methods: the study used a quantitative research strategy, applying the diagnostic survey method through a structured, self-administered questionnaire available in both Polish and Italian. The sample consisted of 243 public sector employees working in the IT domain (116 in Poland and 127 in Italy), including administrative staff, IT professionals, and mid-level managers with varying levels of work experience. (3) Results: The findings demonstrate that organizational trust significantly enhances eudaimonic well-being, particularly in Poland, where a fast-paced and innovation-driven IT sector creates heightened demands for psychological safety and stability. While organizational trust also positively influenced digital well-being in both countries, this relationship was stronger in Poland than in Italy, suggesting that cultural and organizational differences mediate the impact of organizational trust on digital stress management. These findings also support global policy efforts, including the United Nations Sustainable Development Goals and European digital policy frameworks, to promote socially sustainable and resilient digital workplaces. (4) Conclusions: The study underscores the need for organizations to implement transparent communication, career development initiatives, and proactive digital well-being strategies to ensure employees feel supported and engaged. The implications for company owners, managers, and policymakers highlight the role of organizational trust in promoting sustainable, resilient digital workplaces.

1. Introduction

“With great power comes great responsibility”. This iconic phrase, often associated with superheroes, aptly describes the modern IT industry. As one of the fastest-growing and most influential sectors worldwide, the IT industry has transformed both professional and personal spheres, shaping how people work, communicate, and maintain social connections [1]. This digital transformation offers substantial opportunities for career growth, innovation, and financial rewards [2], but also presents significant challenges, including high job demands, constant skill updates, and pressure to meet tight deadlines [3,4]. As a result, IT professionals often face elevated risks of burnout, stress, and difficulties in maintaining a healthy work–life balance [5,6]. These challenges have prompted increasing interest in how organizations can promote digital well-being while fostering sustainable and supportive work environments.

Digital well-being refers to the impact of digital technologies on individuals’ mental, physical, and emotional health, as well as their broader social interactions [7,8]. In the IT sector—characterized by intensive screen-based work, remote collaboration, and constant connectivity—promoting digital well-being has become a pressing concern [9,10]. Supporting it not only benefits individual health but also contributes to social sustainability by fostering healthier workplace cultures and reducing the risk of long-term disengagement and turnover [11].

This study examines the interplay between organizational trust, eudaimonic well-being, and digital well-being among IT professionals in Poland and Italy. These countries offer a meaningful comparison due to differences in economic structures, labor market dynamics, and cultural attitudes toward work. Poland, with its rapidly expanding IT and outsourcing industries, represents a high-paced, innovation-driven environment [12]. Italy, by contrast, reflects a more traditional work culture that emphasizes social connections and employment stability [13]. Understanding how these contextual factors shape the trust–well-being relationship can inform both academic research and organizational practice.

In addition to contributing to academic debates on trust and well-being, this research engages with broader international policy frameworks that emphasize the importance of sustainable and human-centered digital workplaces. It aligns with the United Nations Sustainable Development Goals (SDGs)—notably SDG 3 (Good Health and Well-being), SDG 8 (Decent Work and Economic Growth), and SDG 9 (Industry, Innovation, and Infrastructure) [14]. It also reflects the European Commission’s Digital Decade Policy Programme 2030, which calls for digitally skilled professionals, inclusive workplaces, and well-being in digital transitions. Similarly, the OECD’s Digital Economy Outlook [15] highlights the need for policies that safeguard mental health in increasingly digitalized labor markets. By investigating how trust supports eudaimonic and digital well-being, our study offers timely insights for scholars and policymakers committed to balancing innovation with social sustainability.

On a practical level, the findings provide actionable guidance for managers, company owners, and policymakers in digitally intensive sectors. Transparent communication—such as regular team briefings, clear goal setting, and the open sharing of organizational decisions—can foster a climate of mutual trust. Structured feedback mechanisms, including performance reviews and peer-feedback systems, along with career development initiatives like mentoring, internal mobility, and personalized learning paths, can strengthen employees’ trust in the organization and promote resilience and engagement. Complementary digital well-being strategies—such as digital detox programs (e.g., no-email-after-hours policies), flexible work arrangements (e.g., hybrid or adjusted digital workloads), and training in digital self-regulation and mindfulness—can further support healthy and sustainable work environments. Together, these practices can help create trust-based workplaces where employees feel valued, secure, and equipped to thrive.

2. Theoretical Background and Hypotheses

The study of employee well-being has long been central to organizational behavior, human resource management, philosophy, medicine, economics, sociology, and psychology [16,17,18]. While traditional models often focus on hedonic well-being—defined by pleasure and absence of distress—there is growing interest in eudaimonic well-being, which emphasizes meaning, self-actualization, and long-term fulfillment [19]. This is particularly relevant in the digital era, where constant connectivity, high-paced environments, and screen-based work may disrupt mental and social balance [20,21]. In this context, promoting digital well-being has become a pressing concern for both organizations and employees [22].

Digital well-being refers to individuals’ capacity to maintain healthy psychological, emotional, and social functioning in digital environments [8]. For IT professionals, who frequently engage in remote collaboration and intensive screen-based work, it involves managing screen time, preserving work–life boundaries, and maintaining meaningful interactions [23,24,25]. The sector’s high performance expectations, rapid technological change, and dependence on digital tools for communication and project coordination [26] increase the risks of digital fatigue, social isolation, and blurred personal–professional boundaries [24,27]. Studies have shown that IT professionals are particularly vulnerable to stress and burnout due to prolonged exposure to digital platforms, continuous connectivity, and the constant pressure to innovate [9,24,28].

Although previous research has explored employee well-being and organizational trust as separate constructs, the specific relationship between organizational trust and eudaimonic well-being [19,29] in digital work environments remains underexplored [30,31]. Eudaimonic well-being, rooted in Aristotelian philosophy, emphasizes personal growth, purpose, and fulfillment derived from meaningful engagement in work and life [32]. This form of well-being is particularly relevant for IT professionals, given the sector’s fast pace, constant innovation, and blurred boundaries between work and personal life [33]. Much of the literature has focused on short-term job satisfaction, rather than the deeper, long-term fulfillment that characterizes eudaimonic well-being [34,35,36]. Moreover, comparative studies examining how cultural and economic contexts influence eudaimonic well-being—especially within the European IT sector—remain limited [37,38]. While organizational trust has been associated with general well-being, its specific contribution to eudaimonic and digital well-being remains largely unexamined [31].

To frame this investigation, we draw on Social Exchange Theory (SET), which posits that individuals engage in relationships based on expectations of mutual benefit, fairness, and reciprocity [39,40]. In organizational contexts, trust emerges when employees perceive their organization as fair, consistent, and supportive, encouraging them to contribute toward shared goals. This theoretical lens is particularly relevant to understanding how trust may influence well-being in digitally intensive and cross-cultural work settings. We also integrate the concept of psychological safety [41,42], which emphasizes how trust creates an environment where employees feel safe to express themselves, take risks, and pursue meaningful work. Psychological safety underpins eudaimonic well-being, which encompasses purpose, autonomy, and personal growth [19]. In digital work environments, trust reduces uncertainty, enabling employees to form sustainable digital habits, manage stressors, and engage in authentic professional development [43,44,45].

Hypotheses

Promoting digital well-being is essential to fostering a sustainable workforce in the IT sector [46,47]. Organizations that provide structured support mechanisms—such as access to digital detox programs, training on managing digital workloads, and flexible work arrangements—can improve employee engagement, creativity, and resilience [10,48]. Additionally, environments that encourage meaningful work—where employees perceive their contributions as valuable and aligned with their personal values—can further enhance both digital and eudaimonic well-being [34,49].

H1. 

Professionals working in environments that offer opportunities for continuous learning, career development, and meaningful contributions will experience higher levels of eudaimonic well-being and improved digital well-being compared to those in less supportive and growth-oriented work contexts.

Organizational trust has also emerged as a crucial factor in promoting both employee and digital well-being [7,50]. Rooted in SET [39,40,51,52], trust develops when employees perceive fairness, reliability, and ethical integrity in organizational actions [53]. It creates psychologically safe work environments that foster engagement, innovation, and well-being [42,54,55], particularly in digital ecosystems characterized by distributed teams and constant connectivity [56,57,58]. Trust reduces interpersonal tensions, facilitates constructive conflict resolution [41,59], and strengthens perceptions of fairness and goal alignment [54,60], empowering employees to embrace challenges and derive meaning from their work [61].

H2. 

Higher levels of organizational trust are positively associated with greater eudaimonic well-being, as trust fosters psychological safety, engagement, and meaningful work experiences.

Although extensively studied in relation to satisfaction, the role of trust in enhancing digital well-being remains underexplored [62,63,64]. This gap is especially relevant in the IT sector, where innovation, teamwork, and virtual collaboration depend on trust. Employees who trust their organizations are more likely to adopt proactive strategies to manage digital stressors, set boundaries, and engage in meaningful digital interactions [65]. Organizational support is critical, as digital well-being is not just an individual responsibility but also a collective one involving HR and leadership efforts [66,67].

H3. 

Organizational trust positively influences digital well-being by enabling employees to manage digital stressors, maintain work–life boundaries, and develop sustainable digital work habits [68].

3. Materials and Methods

3.1. Context

This study investigates the relationship between organizational trust and eudaimonic well-being among IT professionals in Poland and Italy. These two countries provide an interesting comparison due to their distinct economic structures, labor market dynamics, and cultural approaches to work. Poland’s IT sector has witnessed rapid growth in recent years, becoming a hub for outsourcing services and innovation-driven enterprises [12]. This dynamic environment often requires employees to adopt agile practices, manage tight deadlines, and continuously update their digital skills [69]. Consequently, Polish IT professionals often experience a fast-paced, performance-oriented workplace culture that can shape their well-being in distinctive ways.

Italy’s IT sector, by contrast, has evolved within a more traditional business framework that emphasizes stability, long-term employment, and interpersonal trust [13]. While the Italian IT sector has also embraced digital transformation, work environments are generally more relationship-oriented, with an emphasis on social bonds and informal communication networks [70]. Exploring these contrasting contexts enables us to understand how different workplace dynamics influence employees’ well-being and perceptions of organizational trust.

3.2. Sample

The study involved a purposive sample of IT professionals from Poland and Italy. The sample included 116 participants from Poland and 127 participants from Italy. Respondents were recruited through professional networks, email invitations, and social media platforms relevant to the IT sector. Participation was voluntary, and confidentiality was assured throughout the research process.

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Poland: Participants were drawn from the Małopolska region, an area recognized for its thriving IT sector [71]. This region hosts several technology parks, innovation hubs, and multinational IT companies, making it a strategic location for exploring digital well-being among IT professionals. The sample included 52% men and 48% women, representing various age groups—25% were aged 18–29, 46% were aged 30–39, and 29% were aged 40–49. Educational backgrounds varied, with the majority (71%) holding a master’s degree, 19% with a bachelor’s or engineering degree, 9% with secondary education, and 1% with vocational qualifications. Regarding company size, 63% worked in micro and small enterprises (10–49 employees), 35% in large enterprises (over 250 employees), and only 2% in medium-sized enterprises (50–249 employees). An analysis of tenure highlighted the fluid nature of IT careers, with 32% of the participants having worked in their current organization for 1–3 years, while 22% reported 5–10 years of tenure. Employees with less than one year of experience accounted for 14%, reflecting the fast-paced and project-driven nature of IT employment. In terms of total work experience, 58% of the participants had more than 10 years of professional experience, highlighting the sample’s extensive background in the IT industry.

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Italy: The sample showed a somewhat similar gender distribution to the Polish group, though with a slightly higher proportion of male respondents (female 39%, male 61% vs. the Polish sample—female 48%, male 52%). The two samples were more closely aligned in terms of company size (10–49 employees: 41%, 50–249 employees: 9%, >250 employees: 49%). However, differences emerged in age ranges (18–29 years: 44%, 30–39 years: 46%, 40–49 years: 10%), level of education (vocational: 19%, secondary: 7%, bachelor’s/engineering: 43%, master’s: 31%), and total employment tenure (<1 year: 24%, 1–3 years: 34%, 3–10 years: 18%, >10 years: 24%), reflecting Italy’s distinctive labor market features. Italian respondents demonstrated a stronger presence in large enterprises and greater diversity in total work experience. These differences provide important insights into how organizational stability and cultural norms influence well-being and trust dynamics in the Italian IT sector.

The detailed structure of the sample is presented in

Table 1. The detailed structure of the study sample.

	Participant Information
Criterion	Poland	Italy
Sample Size	116	127
Gender
Female	48%	39%
Male	52%	61%
Age
18–29 years	25%	44%
30–39 years	46%	46%
40–49 years	29%	10%
Education Level
Vocational	1%	19%
Secondary	9%	7%
Bachelor’s/Engineering	19%	43%
Master’s	71%	31%
Company Size (Number of Employees)
10–49 employees	63%	41%
50–249 employees	2%	9%
>250 employees	35%	49%
Tenure at Current Company
0–1 year	14%	38%
1–3 years	32%	32%
3–5 years	18%	6%
5–10 years	22%	13%
>10 years	14%	11%
Total Work Experience
<1 year	2%	24%
1–3 years	10%	34%
3–10 years	30%	18%
>10 years	58%	24%

Source: Own elaboration.

.

3.3. Data Collection and Procedure

Data collection was conducted using structured questionnaires distributed via Google Forms. The survey was available in both Polish and Italian to ensure linguistic clarity. The questionnaire link was disseminated via email to IT companies, professional IT networks, and industry associations in both countries. Additional efforts were made to encourage participation through digital platforms such as LinkedIn, Crossweb, where targeted messages were sent to IT professionals with relevant job titles. This multi-channel strategy aimed to increase response rates and capture a diverse range of participants working in varied IT roles.

The questionnaire included multiple sections—demographic data, organizational trust, and eudaimonic well-being. The demographic section captured age, gender, education, company size, and tenure, while the organizational trust and well-being sections employed validated scales adapted to the cultural and linguistic contexts of Poland and Italy. Special care was taken to ensure the translated versions maintained semantic equivalence with the original scales. Participation was anonymous, and informed consent was obtained from all respondents before they began the survey. The data collection period spanned from August 2023 to April 2024.

The use of a structured, self-administered questionnaire was chosen as the most appropriate method to reach a geographically dispersed and digitally connected population of IT professionals across two countries. Given the study’s aim to assess perceptions and quantify relationships between well-established psychological constructs, a quantitative survey enabled the collection of standardized data at scale. While this approach supports comparability and statistical generalization, we acknowledge that alternative methods—such as qualitative interviews, focus groups, or mixed-method designs—could offer more nuanced insights into how organizational trust and well-being are experienced and interpreted in different cultural and organizational contexts. This remains an important direction for future research.

3.4. Data Analysis

The collected data were analyzed using the R programming language to test the proposed hypotheses. Descriptive statistics were employed to summarize the sample’s demographic characteristics and provide a general overview of the main study variables. To assess the assumptions for parametric testing, the Shapiro–Wilk test was used to evaluate the normality of the distributions for eudaimonic well-being and organizational trust.

Pearson correlation analysis was conducted to examine the strength and direction of the relationships between organizational trust and eudaimonic well-being dimensions. To test the predictive power of organizational trust, linear regression models were applied separately for the Polish and Italian samples. All significance levels were evaluated using a threshold of p < 0.05.

To ensure construct validity, an exploratory factor analysis (EFA) was conducted using principal axis factoring with varimax rotation. This analysis confirmed the underlying dimensional structure of the eudaimonic well-being and organizational trust constructs, strengthening the reliability and interpretability of the results.

Finally, a comparative analysis between Poland and Italy was performed to assess potential cultural and organizational differences in well-being outcomes. This comparison aimed to explore whether the strength and direction of the relationship between organizational trust and eudaimonic well-being varied meaningfully across national contexts.

3.5. Measures

Eudaimonic well-being in the workplace was measured using the Workplace Well-Being Questionnaire [72]. This instrument comprises 43 items that analyze four key dimensions: Positive Organization (13 items), Fit and Development (10 items), Positive Relationships with Colleagues (12 items), and Contribution to the Organization (8 items). Example items include: “The atmosphere at my workplace is kind and friendly” (PO), “I believe that my job position is well-suited to my skills” (FD), “I have good relationships with my colleagues” (PRC), and “I believe that my work contributes to the development of my company” (CO). Responses were recorded using a five-point Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree). The reliability of the scale was α = 0.91, confirming its internal consistency.

Organizational trust was measured using the trust-related dimension of the OCTAPACE Profile, which assesses employees’ perceptions of confidentiality, mutual support, and commitment to responsibilities. Sample items include: “In our organization, employees can confide in leaders without fear that their trust will be misused.” Responses were measured on a five-point Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree). The reliability of the scale was α = 0.80, indicating satisfactory internal consistency.

4. Results

4.1. Descriptive Statistics and Preliminary Analysis

Descriptive statistics (

Table 2. Descriptive statistics of the variables of interest and their dimensions for Poland (N = 116).

Variable	Dimensions of Eudaimonic Well-Being of Employees in Poland				Eudaimonic Well-Being	Organizational Trust
Dimension	Fit and Development	Positive Organization	Contribution to the Organization	Positive Relationships
Minimum	2.6	2	2.25	1	2.73	1
Median	4.2	4.23	4.13	4	4.17	4.2
Mean	4.1	4.56	4.04	3.93	4.09	4.09
Maximum	5	5	5	5	5	5
Standard Deviation	0.83	1.05	0.84	0.71	0.86	0.90

Source: Own elaboration.

and

Table 3. Descriptive statistics of the variables of interest and their dimensions for Italy (N = 127).

Variable	Dimensions of Eudaimonic Well-Being of Employees in Italy				Eudaimonic Well-Being	Organizational Trust
Dimension	Fit and Development	Positive Organization	Contribution to the Organization	Positive Relationships
Minimum	3.9	3.54	3.78	3.58	3.66	5
Median	1.95	1.95	1.96	1.94	1.95	3.02
Mean	1.9	1.92	1.89	1.92	1.92	3
Maximum	1	1	1	1	1.05	1.4
Standard Deviation	0.615	0.625	0.610	0.607	0.596	0.660

Source: Own elaboration.

) provided an overview of the key variables under investigation—digital well-being, eudaimonic well-being, and organizational trust. The results revealed notable differences between Poland and Italy. Polish respondents reported consistently higher mean scores for Fit and Development (M = 4.1), Positive Organization (M = 4.56), Contribution to the Organization (M = 4.04), and Positive Interpersonal Relationships (M = 3.93). In contrast, Italian respondents showed lower mean scores across all dimensions of well-being, with values ranging between 1.9 and 1.97. Similarly, organizational trust was rated significantly higher in Poland (M = 4.09) than in Italy (M = 3.0).

The Shapiro–Wilk test indicated deviations from normality for both organizational trust and eudaimonic well-being (

Table 4. Shapiro–Wilk Test Results.

Variables	Polish Statistics	Italian Statistics
Organizational trust	W: 0.894182	W: 0.98826915
	p-value: 1.481384 × 10−7	p-value: 0.34630411
	Skewness: −1.420124	Skewness: 0.08444036
	Kurtosis: 3.302555	Kurtosis: 0.08165096
Eudaimonic employee well-being	W: 0.9715116229	W: 0.961380279
	p-value: 0.0142174179	p-value: 0.001055749
	Skewness: −0.5884550775	Skewness: 0.408653988
	Kurtosis: 0.0006447175	Kurtosis: −0.635517632

Source: Own elaboration.

). In the Polish sample, organizational trust showed significant negative skewness and moderate kurtosis (W = 0.894; p < 0.001), while eudaimonic well-being exhibited slight left skewness (W = 0.972; p = 0.014), though closer to normality. In the Italian sample, both variables exhibited distributions closer to normal, with organizational trust (W = 0.988; p = 0.346) and eudaimonic well-being (W = 0.961; p = 0.001) indicating acceptable variability for parametric testing. These results supported the decision to apply parametric tests in subsequent analyses.

4.2. Correlation Analysis

Pearson correlation analysis revealed strong positive relationships between organizational trust and eudaimonic well-being in both Poland (r = 0.69) and Italy (r = 0.59) (

Table 5. Correlation analysis of variables for data from Poland.

	Fit and Development	Positive Organization	Contribution to the Organization	Positive Interpersonal Relationships	Organizational Trust	Eudaimonic Employee Well-Being
Fit and Development	1.00	0.49	0.63	0.55	0.57	0.85
Positive Organization	0.49	1.00	0.35	0.30	0.50	0.70
Contribution to the Organization	0.63	0.35	1.00	0.39	0.32	0.77
Positive Interpersonal Relationships	0.55	0.30	0.39	1.00	0.71	0.75
Organizational trust	0.57	0.50	0.32	0.71	1.00	0.69
Eudaimonic employee well-being	0.85	0.70	0.77	0.75	0.69	1.00

Source: Own elaboration.

and

Table 6. Correlation analysis of variables for data from Italy.

	Fit and Development	Positive Organization	Contribution to the Organization	Positive Interpersonal Relationships	Organizational Trust	Eudaimonic Employee Well-Being
Fit and Development	1.00	0.93	0.90	0.93	0.56	0.97
Positive Organization	0.93	1.00	0.93	0.92	0.56	0.98
Contribution to the Organization	0.90	0.93	1.00	0.91	0.60	0.97
Positive Interpersonal Relationships	0.93	0.92	0.91	1.00	0.57	0.97
Organizational Trust	0.56	0.56	0.60	0.57	1.00	0.59
Eudaimonic Employee Well-Being	0.97	0.98	0.97	0.97	0.59	1.00

Source: Own elaboration.

). These results confirm that organizational trust is positively associated with well-being in both contexts. Further analysis of individual well-being dimensions demonstrated different strengths of association across the two samples. In Poland, organizational trust correlated most strongly with Fit and Development (r = 0.57) and Positive Interpersonal Relationships (r = 0.71). Conversely, in Italy, organizational trust correlated most prominently with Positive Organization (r = 0.56) and Contribution to the Organization (r = 0.60).

4.3. Hypotheses Testing

Hypothesis 1 (H1): Professionals working in environments that offer opportunities for continuous learning, career development, and meaningful contributions will experience higher levels of eudaimonic well-being and improved digital well-being compared to those in less supportive and growth-oriented work contexts. This hypothesis was supported. Descriptive data demonstrated consistently higher well-being scores in Poland than in Italy. Regression analysis further confirmed that country context significantly influenced eudaimonic well-being outcomes (

Table 7. Linear Regression Coefficients.

Coefficients	Estimate	Std. Error	t Value	Pr (>|t|)
Poland
Intercept	2.11883	0.19446	10.9	<2 × 10−16
allData$ organizational trust	0.48215	0.04689	10.28	<2 × 10−16
Italy
Intercept	0.35170	0.20083	1.751	0.0823
allData$ organizational trust	0.52974	0.06503	8.146	3.17 × 10−13

Source: Own elaboration.

). The regression model explained 48.12% of the variance in eudaimonic well-being for Polish respondents, indicating a substantial effect. These results align with expectations that the rapidly growing Polish IT sector may promote higher job satisfaction, growth opportunities, and stronger digital well-being practices compared to the more traditional Italian IT landscape. The more dynamic, innovation-driven work environment in Poland, with frequent skill enhancement opportunities and exposure to modern technologies, likely strengthens the sense of purpose and personal growth among IT professionals, reinforcing eudaimonic well-being. Conversely, in Italy, where traditional organizational structures dominate and career progression may be slower, IT professionals may have fewer opportunities to develop sustainable digital work habits that enhance their overall well-being.

Hypothesis 2 (H2): Higher levels of organizational trust are positively associated with greater eudaimonic well-being, as organizational trust fosters psychological safety, engagement, and meaningful work experiences. This hypothesis was supported. Correlation analysis demonstrated a strong positive relationship between organizational trust and eudaimonic well-being (r = 0.69) in the Polish sample. Regression analysis further confirmed this relationship, with organizational trust emerging as a significant predictor of eudaimonic well-being (β = 0.48, p < 0.001). The strong correlation with Fit and Development (r = 0.57) and Positive Interpersonal Relationships (r = 0.71) reinforces the importance of organizational trust in shaping Polish IT professionals’ well-being. In Poland’s rapidly evolving IT sector, characterized by distributed teams and digital collaboration tools, organizational trust is particularly vital in ensuring employees feel secure, valued, and motivated to contribute meaningfully to their roles. By fostering a sense of psychological safety, organizational trust helps employees embrace new challenges, reducing anxiety linked to the digital work environment and promoting greater engagement in their work.

Hypothesis 3 (H3): Organizational trust positively influences digital well-being by enabling employees to manage digital stressors, maintain work–life boundaries, and develop sustainable digital work habits. This hypothesis was partially supported. Correlation analysis revealed a positive but weaker relationship between organizational trust and digital well-being in Italy (r = 0.59) compared to Poland. Regression analysis confirmed that organizational trust significantly predicted well-being in the Italian sample (β = 0.53, p < 0.001); however, the explained variance was notably lower than in the Polish context. The weaker relationship in Italy may reflect cultural norms that emphasize strong interpersonal relationships and hierarchical organizational structures. In such environments, digital well-being strategies may rely less on organizational trust and more on informal social support mechanisms. Additionally, in Italy’s traditionally structured organizations, rigid boundaries between work and personal life may reduce the influence of trust on employees’ capacity to self-regulate digital exposure and manage online stressors effectively.

5. Discussion

This study set out to examine the relationship between organizational trust, eudaimonic well-being, and digital well-being among IT professionals in Poland and Italy. By exploring two distinct cultural and economic contexts, this research aimed to identify how organizational trust functions as a pivotal mechanism in fostering sustainable work environments that promote individual growth, purpose, and digital well-being.

What sets this study apart from previous work is its dual contribution: it simultaneously investigates the role of organizational trust in shaping both eudaimonic and digital well-being—two constructs that have rarely been examined together—and does so through a cross-national comparative lens. Unlike earlier studies that typically explored trust or well-being in isolation or within a single country, this research provides evidence that the relationship between trust and well-being is both robust and context-sensitive. It reveals that in dynamic, innovation-driven environments such as the Polish public IT sector, organizational trust significantly enhances employees’ sense of meaning, development, and interpersonal connectedness. In contrast, the Italian context underscores the more nuanced and culturally embedded nature of digital well-being, suggesting that trust may operate differently depending on organizational culture and structural norms.

The findings underscore the importance of organizational trust as a psychological resource that facilitates employee engagement, fosters psychological safety, and strengthens positive work experiences [42,54,55]. The observed differences between Poland and Italy reveal that organizational trust is particularly influential in fast-paced, innovation-driven environments such as the Polish IT sector, where employees often face high demands for continuous learning, rapid technological advancements, and intense digital workloads [26,69]. In such settings, trust reduces anxiety and uncertainty by enabling employees to feel secure, valued, and motivated to contribute meaningfully to their organizations [56]. This aligns with previous studies emphasizing the role of trust in distributed teams and remote work environments, where employees depend heavily on digital communication platforms to coordinate tasks, exchange knowledge, and sustain productive collaboration [57,58].

The theoretical implications of this study extend prior research by demonstrating that organizational trust not only enhances traditional dimensions of well-being, such as job satisfaction [61], but also plays a crucial role in promoting eudaimonic well-being—a dimension that emphasizes personal growth, purpose, and meaningful engagement at work [19,32]. The strong correlation observed between organizational trust and eudaimonic well-being in Poland highlights that organizational trust is particularly vital in contexts where employees must continuously adapt to changing digital environments and skill requirements. This supports recent evidence suggesting that environments fostering psychological safety and open communication enhance employees’ capacity for self-actualization and purpose-driven work [41,66].

Moreover, this study enriches the growing body of literature on digital well-being by demonstrating that organizational trust functions as a protective factor against digital stressors, particularly for employees navigating intensive digital work routines [25,68]. Employees who perceive their organizations as trustworthy are more likely to adopt proactive strategies to manage screen exposure, establish clearer boundaries between work and personal life, and leverage digital tools in ways that support rather than undermine their well-being [24,28]. These findings expand the work of Adnan et al. (2024) [23] and Monteiro and Joseph (2022) [10], who highlighted the growing importance of organizational interventions designed to promote sustainable digital work habits. By illustrating the role of organizational trust in fostering these adaptive behaviors, this study emphasizes that organizations seeking to improve digital well-being must prioritize developing trust-based cultures that empower employees to manage digital overload effectively.

The cross-cultural dimension of this study further contributes to the literature by demonstrating how cultural norms and organizational structures shape the impact of organizational trust on eudaimonic and digital well-being. The stronger relationship between organizational trust and eudaimonic well-being observed in Poland aligns with research indicating that fast-changing, high-pressure work environments create a heightened need for organizational trust as a stabilizing force [9,12]. Conversely, the weaker association between organizational trust and digital well-being in Italy may reflect the more hierarchical organizational culture and reliance on informal social support mechanisms typical of traditional Italian workplaces [13,70]. This distinction highlights the need for further research exploring how organizational trust operates differently across cultural contexts and how these differences shape employees’ digital well-being strategies [34].

In practical terms, these findings highlight the need for organizations, particularly in the IT sector, to actively invest in building and maintaining organizational trust as a strategic driver of employee well-being. Managers should prioritize transparent communication, consistent feedback mechanisms, and inclusive decision-making processes to foster a climate of psychological safety and trust [42,53]. Investing in employee development programs that support continuous learning and career growth can further enhance employees’ perceptions of organizational fairness and reliability, strengthening trust dynamics [48,49]. Organizations seeking to improve digital well-being should combine trust-building strategies with concrete initiatives such as digital detox programs, flexible work arrangements, and dedicated training on managing digital workloads [7,10]. Based on the research results, we recommend that companies take the following actions: (1) establish structured channels for open communication, such as regular Q&A forums and feedback loops; (2) design career development pathways tailored to individual needs, including mentoring and upskilling programs; and (3) implement formal digital well-being policies, such as “right to disconnect” guidelines, regular digital breaks, and training on healthy technology use. These interventions, when aligned with a trust-based organizational culture, can meaningfully enhance both eudaimonic and digital well-being in high-tech work environments.

From a policy perspective, the findings of this study offer valuable implications for global efforts aimed at promoting sustainable and inclusive digital work environments. The demonstrated link between organizational trust and both eudaimonic and digital well-being supports the objectives of the UN 2030 Agenda [2015], particularly those concerning employee health (SDG 3), decent work (SDG 8), and resilient infrastructure (SDG 9). The study also resonates with current EU policy priorities, such as the European Pillar of Social Rights and the Digital Compass 2030, which call for improved mental well-being, fairness, and inclusiveness in the digital economy [73]. Additionally, it echoes the OECD’s recommendations for managing the risks of digitalization, including work intensification and psychological stress, by investing in employee empowerment and organizational trust [15]. Thus, the results suggest that embedding trust into organizational cultures is not only a managerial asset but a necessary condition for achieving long-term digital resilience and sustainable growth.

Despite its contributions, this study presents several limitations that should be acknowledged and addressed in future research. First, the use of self-reported data may have introduced social desirability or recall biases, potentially influencing the accuracy of the responses and limiting the precision of the reported relationships. To enhance the robustness of future findings, complementary methodological approaches such as longitudinal studies, behavioral observations, or experimental designs could provide deeper insights and help establish causal inferences. Second, while the cross-cultural comparison between Poland and Italy offers valuable contextual insights, the generalizability of the results remains limited to these two European countries. Future studies could expand the scope to include additional national contexts with varying cultural, organizational, and technological characteristics. Comparative analyses involving countries from different continents or institutional frameworks may help uncover broader patterns and context-specific dynamics in the trust–well-being relationship. Third, the current study primarily focused on the direct effects of organizational trust on eudaimonic and digital well-being. Future research could explore more complex mechanisms, such as mediating and moderating variables. For example, leadership style, organizational climate, psychological empowerment, or team cohesion might influence the strength and direction of these relationships. Understanding these mediators and moderators could provide a more nuanced understanding of how organizational trust operates within digital work environments. Finally, future research could also examine the longitudinal effects of trust-based interventions or digital well-being programs, particularly in industries undergoing rapid digital transformation. Investigating how trust evolves over time and its role in sustaining employee well-being across different stages of organizational change would be a valuable contribution to both theory and practice. Moreover, while the overall sample size (n = 243) provided sufficient statistical power for the analyses conducted, the representativeness of the data may be limited. Participants were recruited from specific organizations in the public IT sector in Poland and Italy, which may not fully reflect the diversity of digital work contexts across each country. Consequently, caution should be exercised in generalizing the findings to broader populations or different sectors. Future studies should consider using stratified or randomized sampling techniques to improve generalizability and to capture a wider range of organizational and demographic characteristics.

6. Conclusions

This study underscores the critical role of organizational trust in promoting employee well-being in digital work environments, particularly in the IT sector. By examining the experiences of IT professionals in Poland and Italy, the research highlights how organizational trust significantly enhances eudaimonic well-being and helps mitigate digital stressors. The stronger influence of organizational trust on eudaimonic well-being in Poland reflects the greater need for stabilizing mechanisms in fast-paced, high-pressure environments, while the weaker yet still significant relationship in Italy underscores the complex interplay between cultural norms and workplace dynamics.

These findings contribute to ongoing debates on the intersection of digital well-being, organizational trust, and sustainable work practices. As digital transformation continues to accelerate, organizations must recognize that fostering organizational trust is not merely an ethical imperative but a strategic necessity for promoting both individual fulfillment and long-term organizational success. By investing in transparent communication, career development opportunities, and digital well-being initiatives, organizations can create environments where employees feel valued, engaged, and equipped to navigate the challenges of digital work.