Digital Mindsets

1. Front Matter

   Pages i-xviii

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2. Introduction

   • Ricarda Rauch

   Pages 1-7

3. Digital Mindsets: Notion, Theoretical Foundation and Examination Access

   • Ricarda Rauch

   Pages 9-34

4. Conducted Empirical Studies

   • Ricarda Rauch

   Pages 35-154

5. General Discussion and Contributions

   • Ricarda Rauch

   Pages 155-177

6. Conclusion

   • Ricarda Rauch

   Pages 179-181

7. Back Matter

   Pages 183-200

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Digital technologies change employees' working environments, methods and behaviours profoundly and are challenging employees' very personal beliefs, attitudes and identities. Digital mindsets provide insight into an individual's beliefs, attitudes and assumptions related to digitalisation. Strongly influencing employee behaviour, they play a major role in an organisation’s digital transformation. Building on research on mindsets, cognition and digitalisation, Ricarda Rauch analyses digital mindsets both conceptionally and empirically. Within one qualitative and two quantitative studies, she explores the personal meaning of digitalisation and derives four central digital mindsets. Her research helps to better understand the extent to which digitalisation impacts employees, explains their subsequent behaviour, and proposes beneficial employee development measures. The thesis reveals relevant implications for organisational researchers, HR practicioners and management alike.

• digital mindset
• resistance to digital change
• resistance to digital transformation
• mindset change
• digitalisation
• digital working environment
• digital beliefs
• digital transformation
• digital employee development
• employee development in digitalisation

• Neubiberg, Germany

  Ricarda Rauch

About the author

Ricarda Rauch is an independent business coach, consultant and speaker. She works with employees and organisations on matters of modern employee and leadership development, mental health and performance, change and digital transformations. She finished her master’s degree in social and organisational psychology at LSE in London and worked as senior consultant in the area of executive leadership and change before she started her doctorate.