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The organizational culture of craft enterprises shows that the average corporate culture is currently characterized by a hierarchical organizational culture that does not do justice to increasing competition. Digital corporate culture in the craft sector is
essential for maximizing Digital Transformation opportunities. A semi-structured interview was conducted with employees
and managers from various craft sectors to determine the specific characteristics and possible effects of Digital Organizational Culture in the craft sector. The results show that digital skills, attitudes, communication, proactivity, entrepreneurial
orientation, and personal skills are essential. It is found that many factors positively influence the Digital Organizational
Culture in the craft sector. However, some factors can also have a negative influence on the culture. Guilds and chambers of
skilled crafts should also help sensitize employees and managers to Digital Transformation to establish an explicit Digital
Organizational Culture.
The recent development of digitization has significantly influenced various sectors of the economy, and the Industrial Craft Sector is no exception. The transition to digital technologies and processes is inevitable and holds the potential for increasing efficiency and creating competitive advantages. This research used the Design Science methodology to develop a Digital Mindset Competence Model. This model comprises eight dimensions specifically tailored to the requirements and challenges of the Industrial Craft Sector. These dimensions aim to promote and strengthen the digital mindset among professionals in the Industrial Craft Sector. To ensure the validity and relevance of this model, experts from the Industrial Craft Sector were involved in a qualitative methodology. The combination of scientific methodology and practical experience ensures a comprehensive perspective and guarantees the applicability of the developed model. The results of this research underscore the importance of digital transformation in the Industrial Craft Sector and the necessity of a digital mindset. The developed Digital Mindset Competence Model provides a targeted approach to promoting digital competencies in the Industrial Craft Sector and guides future developments in this area. It becomes evident that an appropriate digital mindset is essential to optimally leverage the potentials of digitization in the Industrial Craft Sector and successfully navigate continuous change. This scholarly contribution contributes to raising awareness of the significance of a digital mindset in the Industrial Craft Sector. It forms a basis for further investigations and practical applications within digital transformation
Technostress in distance learning in educational institutions is a critical problem as it strongly impacts students’ learning ability and mental well-being. This phenomenon, characterized by an overload of digital technologies, has a detrimental effect on the efficiency of educational processes and learners’ mental health. The Positive Learning project involves developing and evaluating learning scenarios anchored in pedagogical methodologies and competency frameworks to reduce technostress in educational institutions through carefully designed teaching strategies. The study's results, derived from a qualitative research methodology and collaboration with educators and academic experts, underscore the need to adapt learning scenarios to the target group and differentiate them for different school levels and educational contexts to reduce technostress. They also emphasize the crucial role of balancing technological integration and traditional teaching methods and the development of skills among students and teachers to manage technostress effectively. The study's practical implications are significant, offering insightful conclusions and recommendations that can inspire and motivate future educational policies and practices in the face of increasing digital integration in education.
Organizational culture is an important aspect that supports a successful digital transformation in
companies. It is an essential component of Digital Transformation and requires a crucial development of
competencies, characteristics, and attitudes to create acceptance and openness among employees and
managers and enable organizations to adapt to the transformation. This paper deals with the main
characteristics and implications of digital organizational culture. A systematic literature review was
conducted for the methodology. The identified characteristics were integrated into the defined dimensions
(digital communication, proactivity, entrepreneurial orientation, personal competencies, and digital skills
and attitudes). The results show that, e.g., fault tolerance, innovation, digital skills, and an agile mindset
are central to developing a digital organizational culture. Furthermore, some characteristics (participation,
teamwork, agile mindset, digital skills, problem-solving, risk-taking) positively affect the digital
organizational culture. New research questions are derived from the results, which still show a need for
research in IS research
Digitalization Breakers: A Mixed Method For Finding The Concrete Barriers In The Craft Sector
(2022)
Digital Transformation is becoming increasingly important in the economy and is
recognized as an opportunity in the skilled crafts sector. Digitization measures have
positively impacted processes and customer satisfaction in the skilled crafts sector. As the
skilled crafts sector is still traditionally positioned, various challenges hinder the
transformation. Which barriers stand in the way of digital transformation in the skilled
crafts sector - that is the overarching question of our work. In order to find out the
barriers, literature research on (general) digitalization barriers was conducted. The
identified barriers were divided into organizational and cultural, individual and
technical barriers, and missing skills/ workforce. A qualitative study with N=10 experts
was conducted to identify the specific barriers for craft enterprises. The results show that
most technical, individual barriers and lack of missing skills are reduced through staff
training or collaboration.
Keywords: Barriers, Digital Transformation, Craft Enterprise
Digital transformation is a mega-trend and is perceived by many companies as an opportunity to remain
competitive. The digital competencies and digital mindset of managers and employees play an important role.
Without new competencies and changed attitudes, the transformation cannot be driven forward. Research on
digital transformation competencies in the field of companies is limited and little evidence exists on which
digital competencies, and skills are particularly important for companies. In this study, a systematic literature
review was used to identify digital competencies and attitudes and classify them into six categories. With a
focus group discussion, four digitalisation experts evaluated them by classifying and prioritising the
competencies and attitudes on the pre-defined classifications. The results show that the majority of the
identified competencies and attitudes are crucial for both managers and employees. For this purpose, the
personal competencies, digital mindset and personality traits should be considered separately in order to
investigate correlations in future research.
Digital skills and attitudes are increasingly crucial for driving
digital transformation forward. On the other hand, craft enterprises
are still traditionally positioned and need more concrete digital
competencies and attitudes. This study focuses on the craft sector-
specific digital competencies and attitudes. To this end, a literature
search was conducted initially, and mixed methods were
subsequently used. The study conducted two focus group
discussions with experts from the craft sector. The results show that
technological competencies, professional competencies,
information processing competencies, personal competencies, and
digital mindset are the most critical characteristics for managers in
the skilled crafts sector. Technological competencies,
communication competencies, personality traits, and personal
competencies are essential for employees in the craft sector. The
competencies and attitudes identified for the craft sector are the first
approaches for developing a digital mindset model for the craft
sector.
