What are Contextual Resources and Digital Attitudes?

Digital Attitudes are a range of positive and negative beliefs and perceptions that employees hold towards technologies implemented at their workplace as part of digital initiatives. Contextual Resources represent the foundational support located at multiple levels within the organisation that can enable employees to develop and gain positive digital attitudes. If employees have positive digital attitudes and benefit from sufficient support in the form of contextual resources, then they are more likely to see the new technologies as an opportunity for both themselves and the organisation to succeed (Win-Win Mindset). However, employees might feel that new technologies will replace or change their jobs (No-Win Mindset) especially if they do not think the organisation is providing them with adequate Organisational Support (e.g., if appropriate training is not provided to help them use new technologies). Because having positive digital attitudes is crucial for employees’ acceptance of new technologies during digital change, using CResDA helps organisations to understand what attitudes and perceptions of contextual resources are present in their workforce. The results of CResDA then enable a discussion of recommendations for how to foster positive digital attitudes. All attitudes and resources are presented below with appropriate examples. 

Figure 1: Contextual Resources and Digital Attitudes (CResDA)

Positive digital attitudes

Win-Win Mindset represents employees’ positive beliefs that technologies will make their job more meaningful and allow them to succeed (e.g., This new technology will increase opportunities for employees to succeed in their jobs.). Having employees with a Win-Win Mindset and fostering such a mindset is crucial for organisations as these employees are more accepting of new technologies, which positively influences the success of digital change.

Technology Self-Efficacy is the belief that employees hold in their ability to use technology at work (e.g., I am confident that I can deal with unexpected setbacks when using technology in my work.).

Trust in Technology is the employees' confidence that technologies will effectively support them in accomplishing their tasks (e.g., I believe that I can trust new technologies.).

Personal Innovativeness is the employees’ desire to explore technology (e.g., I enjoy exploring what new technologies can be used for.).  

Negative digital attitudes

No-Win Mindset is the employees’ perception that technologies will displace aspects of their jobs, or their jobs entirely (e.g., This new technology will mean there will be fewer jobs for employees). Employees with a No-Win Mindset are less accepting of technology, which makes identifying and modifying this negative digital attitude crucial for the long-term success of digital change. 

Fixed Digital Mindset is the employees’ perception that their abilities are fixed and unmodifiable, so they are unable to improve their technology skills (e.g., My technological ability is something fixed about me, and there isn’t much that I can do to change it.). Fixed Digital Mindsets can be more entrenched in the workforce so it is important to identify this attitude and take action to change it. 

Contextual resources

CResDA also assesses employees’ perceptions of the contextual resources that organisations provide to them as part of the digital change. Sufficient contextual resources help to create conditions for the development of positive digital attitudes, reduction of negative digital attitudes, and greater acceptance and use of new technologies. Contextual resources include:

Team Support is the employees’ perception of the support that is present within their team which helps them to use and understand new technology (e.g., In my team we help each other to use new technologies).

Line Manager Support is the employees’ perception of the extent to which their line manager supports their use of new technology and discusses the implications of technology implementation with them (e.g., My line manager is clear about how and when we should use new technologies).

Organisational Support is the employees’ perception of the extent to which support is provided in the organisation to understand and use technology developed with other stakeholders and used in line with regulations (e.g., In my organisation, appropriate training is provided to help me use new technologies).

Change Leadership Support is the employees’ perception of the extent to which change leaders explain the digital change process in an understandable way and involve employees in the process (e.g., The people responsible for implementing this new technology in my organisation make it clear why the organisation is making this change).