Katarzyna Adamska

Humanizing the Digital Workspace: Creativity, Innovation and Leadership in the Age of Technology Doi: https://doi.org/10.1007/978-3-031-76902-3

The speed at which digital technologies develop creates a demand to continually embrace new work tools and digitalized work processes. The current chapter acknowledges this expectation and makes a case for how people’s digital mindset, a set of generalized beliefs about personal and situational resources in the context of technological change, can influence their engagement with new digital technologies at work. In this chapter, we introduce the digital mindset concept and the fixed and growth beliefs about personal resources and zero-sum and expandablesum beliefs about situational resources that comprise it. We describe the influence that these different beliefs can have on a person’s perceptions of, reactions to, and efforts to use new digital technologies at work. We also present a framework for how these beliefs may interact in shaping responses. We then describe findings from two empirical studies, focussed on how digital mindset relates to (1) feelings of helplessness in virtual teams and (2) manager’s provision of development support to their employees. In the final section, we provide practical recommendations and present techniques aiming to assess and develop one’s digital mindset.

Human Resource Management Journal p. 1-18 Doi: https://doi.org/10.1111/1748-8583.12478

Drawing from mindset theory, we predict that managers' fixed mindset about technological ability (FM-TA) will negatively influence the developmental support they provide to their employees and, in turn, their employees' engagement in digitalisation initiatives. Further, we predict that managers' FM-TA will have a disproportionate negative influence on female employees for whom negative stereotypes about technological ability exist. We test our hypotheses with two-wave field study data collected from 88 managers and 185 employees working in a Nordic banking institution. We find that managers' FM-TA relates negatively to their employees' experienced developmental support, and, in turn, their employees' efforts to approach new technology. Furthermore, our findings indicate that this negative, indirect relationship is more pronounced for female employees (estimate = −0.116, standard error [SE] = 0.052, p = 0.026) than male employees (estimate = −0.048, SE = 0.027, p = 0.071), although the interaction term (managers' FM-TA × employee gender) was not significant at the 95 percent confidence level (estimate = −0.266, SE = 0.0141, p = 0.058). Our study provides greater insight into the human resource management issues managers might have fostering employee engagement and inclusion in the digitalised workplace.

Current Psychology Doi: https://doi.org/10.1007/s12144-021-01572-3

This study aims to investigate whether and how a learning-from-error climate is associated with work-related flow experiences by employees. Drawing on the tenets of Job Demands-Resources theory, we propose that this relationship is mediated by a work-related growth mindset. The study tests a mediation model by conducting structural equations modelling. Data were gathered in two waves from 159 employees within a Dutch financial organization. Results demonstrate that work-related mindset significantly mediates the relationship between a learning-from-error climate and work-related flow. In this study, we address the call for studies that empirically assess the influence of organizational climate on work-related flow in a multiwave study design. Specifically, we highlight the relevance of understanding how individual dispositions can shape the effects of a learning-from-error climate on work-related flow.

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