Clave Digital Mindset Scale: Development and validity evidence

Costa, Roberto Francisco da; Brauer, Marcus; Victorino, Luiz; Abreu, Ligia

doi:10.1590/1678-6971/eRAMC240124.en

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Knowledge, Strategy, and Innovation • RAM, Rev. Adm. Mackenzie 25 (1) • 2024 • https://doi.org/10.1590/1678-6971/eRAMC240124.en copy

Clave Digital Mindset Scale: Development and validity evidence

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

Purpose:

The digital mindset can be defined as a set of individual behaviors related to the degree of adherence to digital transformations. After reviewing the literature on the subject, this research’s objective was to answer the following question: “Is it possible to measure the digital mindset of employees through a scale designed for the context of Brazilian organizations?”.

Originality/value:

The digitization of organizations has become the center of business transformation. However, one of the often-overlooked factors in the transition process is developed at the micro-organizational level. Collaborators vary in interest, knowledge, and ability to innovate. A measure to identify individual digital mindset profiles would be essential to guide the planning and development of a digital learning culture mindset. Still, such a tool was not yet found in the Brazilian literature.

Design/methodology/approach:

A multidimensional digital mindset construct was proposed based on the literature on cognitive structures and digital transformation mindset. Items were prepared to measure the degree of maturity of the construct, described through three digital profiles (open mind, transformer, and entrepreneur) and an analog profile. The scale was submitted to 574 professionals from Brazilian companies for exploratory factor analysis.

Findings:

The digital mindset scale showed signs of validity, confirming, in the present sample, the mindset dimensions related to the digital environment (Cronbach’s alphas between 0.85 and 0.62).

Keywords
digital mindset; scale; measure; digital transformation; mindset

Dimension	Constitutive definition	References
Entrepreneur	Directed towards the construction of simple, agile, and viable solutions. Its premise is the intensive use of technology to generate innovations aimed at improving processes, increasing productivity, and creating new products and/or businesses.	Brennan and Dooley (2005)Brennan, A., & Dooley, L. (2005). Networked creativity: A structured management framework for stimulating innovation. Technovation, 25(12), 1388-1399. https://doi.org/10.1016/j.technovation.2004.08.001 https://doi.org/10.1016/j.technovation.2... , Chetty et al. (2018)Chetty, K., Qigui, L., Gcora, N., Josie, J., Wenwei, L., & Fang, C. (2018). Bridging the digital divide: Measuring digital literacy. Economics: The Open-Access, Open-Assessment E-Journal, 12, 1-20. http://dx.doi.org/10.5018/economics-ejournal.ja.2018-23 http://dx.doi.org/10.5018/economics-ejou... , Eisenmann (2013)Eisenmann, T. (2013). Entrepreneurship: A working definition. Harvard Business Review. https://hbr.org/2013/01/what-is-entrepreneurship https://hbr.org/2013/01/what-is-entrepre... , Guzmán et al. (2020), Jacobi and Brenner (2017)Jacobi, R., & Brenner, E. (2017). How large corporations survive digitalization. In C. Linnhoff-Popien, R. Schneider, & M. Zaddach (Eds.), Digital marketplaces unleashed (pp. 83-97). https://doi.org/10.1007/978-3-662-49275-8_11 https://doi.org/10.1007/978-3-662-49275-... , Menzel et al. (2007)Menzel, H. C., Aaltio, I., & Ulijn, J. M. (2007). On the way to creativity: Engineers as intrapreneurs in organizations. Technovation, 27(12), 732-743. https://doi.org/10.1016/j.technovation.2007.05.004 https://doi.org/10.1016/j.technovation.2... , Young et al. (2020)Young, R., Davis, E., Abhari, K., & Wahlberg, L. (2020, August 15-17). Towards a theory of digital entrepreneurship mindset: The role of digital learning and digital literacy. 26th Americas Conference on Information Systems. https://aisel.aisnet.org/amcis2020/culture_in_is/culture_in_is/7/ https://aisel.aisnet.org/amcis2020/cultu... , and Baumgartner et al. (2021)Baumgartner, C., Hartl, E., & Hess, T. (2021). New workplace, new mindset: Empirical case studies on the interplay between digital workplace and organizational culture. In F. Ahlemann, R. Schütte, & S. Sieglitz (Eds.), Lecture notes in information systmes and organisation: Vol. 46. Innovation through information systems and organisation (Vol. 3, pp. 91-107). Springer. https://doi.org/10.1007/978-3-030-86800-0_7 https://doi.org/10.1007/978-3-030-86800-... .
Open mind	Open to the new and connected to what happens in the digital world. Demonstrates ease and agility to learn and apply new knowledge in a constantly changing environment. Is the protagonist of his career.	Bughin et al. (2014)Bughin, J., Chui, M., & Pollak, L. (2014). Organizing the networked enterprise for change. McKinsey Quarterly. https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/organizing-the-networked-enterprise-for-change https://www.mckinsey.com/capabilities/mc... , White (2019)White, C. (2019, July 15-18). We may have digital literacy and skill sets but do we have the Digital Mindset to succeed in a digital workplace. 24th Asia Pacific Decision Science Institute International Conference. https://usc.esploro.exlibrisgroup.com/esploro/outputs/conferencePaper/We-may-have-Digital-Literacy-and/99451318302621?institution=61USC_INST https://usc.esploro.exlibrisgroup.com/es... , Gimpel and Röglinger (2015)Gimpel, H., & Röglinger, M. (2015). Digital transformation: Changes and chances - Insights based on an empirical empirical study. Project Group Business and Information Systems Engineering (BISE). Fraunhofer Institute for Applied Infor-mation Technology FIT. https://fim-rc.de/wp-content/uploads/2020/02/Fraunhofer-Studie_Digitale-Transformation.pdf https://fim-rc.de/wp-content/uploads/202... , Guzmán et al. (2020), Kane et al. (2018)Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2018). Coming of age digitally. MIT Sloan Management Review and Deloitte Insights, 59(5), 1-10., and Merkt et al. (2021)Merkt, R., Lang, V., & Schmidt, A. (2021). Digi-cultural mindset. In V. Liermann, & C. Stegmann (Eds.), The digital journey of banking and insurance (vol. 1, pp. 185-212). Palgrave Macmillan. https://doi.org/10.1007/978-3-030-78814-8_11 https://doi.org/10.1007/978-3-030-78814-... .
Transformer	Reads the internal and external environment. It manages to influence its interlocutors toward digital culture. It is positive in the face of obstacles, acting as a facilitator and connection point to achieve business transformation goals.	Berg and Josefsson (2019)Berg, E., & Josefsson, C. (2019). Enabling digital transformation: A dynamic capabilities approach. [Unpublished master thesis]. Linkpöping University. https://www.propia.se/wp-content/uploads/2020/12/enabling-digital-transformation.pdf https://www.propia.se/wp-content/uploads... , Greenfield (2014)Greenfield, P. M. (2014). Mind and media: The effects of television, video games, and computers. Psychology Press., Guzmán et al. (2020)Guzmán, V. E., Muschard, B., Gerolamo, M., Kohl, H., & Rozenfeld, H. (2020). Characteristics and skills of leadership in the context of Industry 4.0. Procedia Manufacturing, 43, 543-550. https://doi.org/10.1016/j.promfg.2020.02.167 https://doi.org/10.1016/j.promfg.2020.02... , Jacobi and Brenner (2017)Jacobi, R., & Brenner, E. (2017). How large corporations survive digitalization. In C. Linnhoff-Popien, R. Schneider, & M. Zaddach (Eds.), Digital marketplaces unleashed (pp. 83-97). https://doi.org/10.1007/978-3-662-49275-8_11 https://doi.org/10.1007/978-3-662-49275-... , McLaughlin (2017)McLaughlin, S. A. (2017). Dynamic capabilities: Taking an emerging technology perspective. International Journal of Manufacturing Technology and Management, 31(1-3), 62-81. https://doi.org/10.1504/IJMTM.2017.082014 https://doi.org/10.1504/IJMTM.2017.08201... , and Wong et al. (2022)Wong, S. I., Solberg, E., & Traavik, L. (2022). Individuals’ fixed digital mindset, internal HRM alignment and feelings of helplessness in virtual teams. Information Technology & People, 35(6), 1693-1713. https://doi.org/10.1108/ITP-04-2021-0310 https://doi.org/10.1108/ITP-04-2021-0310... .

Items		Dimension/ proposed profile	Factor loadings
Items		Dimension/ proposed profile	F1	F2	F3	F4
1	I constantly propose change actions that have a positive impact on my work, in the medium and long term, based on the use of digital methodologies or tools.	Entrepreneur	0.72
2	I have already built strategic actions using digital tools in my business or area of expertise, which have proved to be viable or successful.	Entrepreneur	0.753
5	I carried out cases of productivity increase in my work through the implementation of improvements that I made, using new technologies or digital tools.	Entrepreneur	0.743
7	I often do pilots or simulations to assess the feasibility of ideas without fear of making mistakes.	Entrepreneur	0.756
8	I often carry out tests and/or prototypes, using digital methodologies and tools to identify new solutions to problems in the area or company.	Entrepreneur	0.746
19	I always question existing standards, presenting ways to use new technologies to generate change, even at the risk of generating conflicts.	Open mind	0.543
10	I’m passionate about technology.	Open mind		0.821
12	I enjoy reading about trends and new technologies, even in my spare time.	Open mind		0.709
15	I have great ease in dealing with technology and new digital processes.	Open mind		0.745
16	I always try to be up to date with technological changes that can improve results in my work area.	Open mind		0.75
21	I seek to act on the logic of partnership to build broad and sustainable solutions in the long term, even if this impacts my delivery in the short term.	Transformer			0.624
22	I tend to give up my point of view in favor of a win-win result in the end.	Transformer			0.685
23	In group discussions, I always defend other people’s points of view when I think they are fair.	Transformer			0.678
26	I prefer to work in diversity and collaboratively, with multidisciplinary or multicultural teams, despite the risk of greater conflicts of ideas.	Transformer			0.642
9	I prefer already-tested solutions to try new alternatives without guarantees that can generate risks.	Transformer				0.712
17	I work best in a structured environment where planning is detailed and long-term.	Transformer				0.655
27	I work best working alone or with people who look like me.	Transformer				0.712
Cronbach’s alpha			0.85	0.825	0.62	0.502
Corrected item-total correlation			0.52-0.69	0.59-0.71	0.40-0.45	0.29-0.34
Percentage of variance explained			20%	16%	12%	9%

	Entrepreneur	Open mind	Transformer	Analog
Entrepreneur	1.000
Open mind	0.748	1.000
Transformer	0.481	0.539	1.000
Analog	0.041	0.046	0.102	1.000

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[1] Roberto Francisco da Costa is now the chief executive officer (CEO) of Clave Consulting; Marcus Brauer is now the coordinator of the Management Masters of Estácio de Sá University, full professor at the State University of Rio de Janeiro (UERJ)and associate professor 3 at the Federal University of the State of Rio de Janeiro (Unirio); Luiz Victorino is now an adjunct professor at the Management Department of Estácio de Sá University; Ligia Abreu is now a professor at the Psychology Department of the University Center of Institute of Higher Education of Brasília.