Browsing by Subject "Mitarbeiter"

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The human side of digital transformation : understanding the changing role of employees and leaders
(2021) Krehl, Eva-Helen; Büttgen, Marion
In the last few years, digital transformation forced organizations to integrate digital technology into different business areas. While many companies undergoing a digital transformation focus on the technology-side, the more successful approach to tackle digital transformation is focusing on the people who make things work (Berlin, 2018; Kane, 2019). Digital transformation has tremendously changed the way people live and work (Larson & DeChurch, 2020). Employees are augmented or substituted by technology (Breidbach & Maglio, 2016; Breidbach et al., 2018; Huang & Rust, 2018) and hence, employee roles are changing, and new skills are required (Bowen, 2016). Moreover, leader roles are changing in the light of digital transformation (Larson & DeChurch, 2020; Schallmo et al., 2017). They find themselves confronted with challenging and complex situations, such as introducing a new agile mindset (Kane, 2019). In addition to the outlined challenges for employees and leaders, digital transformation was accelerated in 2020 by the COVID-19 pandemic. Employees and leaders were required to work from home to follow social distancing restrictions (Brynjolfsson et al., 2020). Suddenly, new daily routines such as the intense use of digital tools while working from home were established (Criscuolo et al., 2020). In their roles as pioneers, motivators, and mentors, leaders have a particularly decisive function during the pandemic (Bartsch et al., 2020). In sum, the challenges of digital transformation and the COVID-19 pandemic can be described as a volatile, uncertain, complex, and ambiguous environment, also referred to as VUCA world (Bennett & Lemoine, 2014). It is important to understand the required roles and skill set for employees and leaders acting in a VUCA world, to be able to improve skills by training or learning on the job (Peterson et al., 2001). However, existing research regarding the human side of digital transformation accelerated by a global pandemic and the changing roles of employees and leaders is stretched to their limits. Thus, this dissertation focusses on employees and leaders as key factors for a successful digital transformation (Kane, 2019), by answering the following research questions: (1) How do digital transformation and new technologies transform service employee and leadership roles? (2) What specific skills are required for service employees in technology-based service encounters? (3) What are appropriate leadership behaviors in the context of digital transformation? (4) Which leadership practices do leaders perform from home during the COVID-19 pandemic? (5) How can leaders be effective working remotely with the aid of digital tools during the COVID-19 pandemic? By answering the research questions, this thesis advances research on the human side of digital transformation in four important points. First, this research extends our understanding on the human side of digital transformation by focusing on the changing roles, skills and practices of employees and leaders in the light of a (crisis-induced) digital transformation. Second, this thesis contributes to our understanding of how technology is changing employees’ roles in the service encounter. Specifically, this thesis explores which particular skills service employees need to perform in the technology-based service encounter. Hence, a skill-based framework for frontline service employees is presented. Third, this thesis contributes to leadership research by providing a deeper understanding of leadership challenges resulting from digital transformation. Moreover, this thesis presents insights into digital leadership roles appropriate to the leadership challenges associated with digital transformation, including a measurement scale for the identified leadership roles. Fourth, this thesis contributes to existing virtual and crisis leadership literature. Existing findings are supplemented by demonstrating the suitability of video conferences to make up for face-to-face communication when leading from home. In addition, this thesis reveals several drivers and barriers with positive and negative impacts on leadership effectiveness when coping with crisis-specific challenges. Following an introduction (chapter 1), this thesis is divided into three main chapters with a concluding overarching discussion (chapter 5). Chapter 2 examines employee roles and skills in technology-based service encounters, Chapter 3 includes the conceptualization of a Digital Transformation Leadership Framework, and Chapter 4 explores the daily experience of leaders aiming to lead effectively while using digital tools and working remotely during the COVID-19 pandemic. Since the global pandemic has pushed organizations to change current practices and embrace digital solutions while creating hybrid collaboration models, this research might encourage further research on the human side of digital transformation.
The human side of digital transformation : understanding the changing role of employees and leaders. - Updated version
(2022) Krehl, Eva-Helen
In the last few years, digital transformation forced organizations to integrate digital technology into different business areas. While many companies undergoing a digital transformation focus on the technology-side, the more successful approach to tackle digital transformation is focusing on the people who make things work (Berlin, 2018; Kane, 2019). Digital transformation has tremendously changed the way people live and work (Larson & DeChurch, 2020). Employees are augmented or substituted by technology (Breidbach & Maglio, 2016; Breidbach et al., 2018; Huang & Rust, 2018) and hence, employee roles are changing, and new skills are required (Bowen, 2016). Moreover, leader roles are changing in the light of digital transformation (Larson & DeChurch, 2020; Schallmo et al., 2017). They find themselves confronted with challenging and complex situations, such as introducing a new agile mindset (Kane, 2019). In addition to the outlined challenges for employees and leaders, digital transformation was accelerated in 2020 by the COVID-19 pandemic. Employees and leaders were required to work from home to follow social distancing restrictions (Brynjolfsson et al., 2020). Suddenly, new daily routines such as the intense use of digital tools while working from home were established (Criscuolo et al., 2020). In their roles as pioneers, motivators, and mentors, leaders have a particularly decisive function during the pandemic (Bartsch et al., 2020). In sum, the challenges of digital transformation and the COVID-19 pandemic can be described as a volatile, uncertain, complex, and ambiguous environment, also referred to as VUCA world (Bennett & Lemoine, 2014). It is important to understand the required roles and skill set for employees and leaders acting in a VUCA world, to be able to improve skills by training or learning on the job (Peterson et al., 2001). However, existing research regarding the human side of digital transformation accelerated by a global pandemic and the changing roles of employees and leaders is stretched to their limits. Thus, this dissertation focusses on employees and leaders as key factors for a successful digital transformation (Kane, 2019), by answering the following research questions: (1) How do digital transformation and new technologies transform service employee and leadership roles? (2) What specific skills are required for service employees in technology-based service encounters? (3) What are appropriate leadership behaviors in the context of digital transformation? (4) Which leadership practices do leaders perform from home during the COVID-19 pandemic? (5) How can leaders be effective working remotely with the aid of digital tools during the COVID-19 pandemic? By answering the research questions, this thesis advances research on the human side of digital transformation in four important points. First, this research extends our understanding on the human side of digital transformation by focusing on the changing roles, skills and practices of employees and leaders in the light of a (crisis-induced) digital transformation. Second, this thesis contributes to our understanding of how technology is changing employees’ roles in the service encounter. Specifically, this thesis explores which particular skills service employees need to perform in the technology-based service encounter. Hence, a skill-based framework for frontline service employees is presented. Third, this thesis contributes to leadership research by providing a deeper understanding of leadership challenges resulting from digital transformation. Moreover, this thesis presents insights into digital leadership roles appropriate to the leadership challenges associated with digital transformation, including a measurement scale for the identified leadership roles. Fourth, this thesis contributes to existing virtual and crisis leadership literature. Existing findings are supplemented by demonstrating the suitability of video conferences to make up for face-to-face communication when leading from home. In addition, this thesis reveals several drivers and barriers with positive and negative impacts on leadership effectiveness when coping with crisis-specific challenges. Following an introduction (chapter 1), this thesis is divided into three main chapters with a concluding overarching discussion (chapter 5). Chapter 2 examines employee roles and skills in technology-based service encounters, Chapter 3 includes the conceptualization of a Digital Transformation Leadership Framework, and Chapter 4 explores the daily experience of leaders aiming to lead effectively while using digital tools and working remotely during the COVID-19 pandemic. Since the global pandemic has pushed organizations to change current practices and embrace digital solutions while creating hybrid collaboration models, this research might encourage further research on the human side of digital transformation.
The influence of Corporate Brand Experience on employees´ corporate brand pride, brand-related and service-related behaviour
(2023) Abed, Fabian; Büttgen, Marion
In the past years corporation and brands increase their efforts to influence employees´ attitudes and behaviour using internal branding activities. In doing so, corporation and brands try to enhance organizational or brand commitment and related positive behaviour of its personnel. Here, corporate brand pride seems particular interesting as this construct receives increasing attention in theory and practice. On the one hand, corporate brands such as Facebook or Ritz-Carlton have already identified pride as a central element in their strategy regarding employee engagement and outstanding customer service (Kraemer et al., 2020). On the other hand, research regarding pride is scarce. As pride implies a strong bond between the employee and the corporation or brand, strong effects on employee behaviour can be assumed. For this reason, it seems interesting to further investigate this construct. Here, the question arises how employees´ corporate brand pride can be fostered. In answering this question this work uses an internal branding approach, investigating how direct and indirect corporate brand experience affect corporate brand pride, brand-related and service-oriented behaviour of personnel. The latter experience represents a non-product related corporate brand experience, for example via internal communications. As corporate brands face nowadays increasing media coverage, this thesis further investigate effects of perceived negative on corporate brand pride and brand-oriented behaviour. In doing so, this work show how corporation can mitigate unfavourable effects of negative corporate brand publicity. The central part of this behaviouristic thesis represents three quantitative cross-sectional studies which have been analysed using structural equation modelling. In doing so, manifest and latent relationships are analysed. The data used in the studies stem mostly from various online survey, which have been conducted in Germany´s largest Business-Network (XING). The results of this thesis reveal, that corporate brand pride of employees can be fostered through indirect corporate brand experience. Indirect corporate brand experience through internal communications also provides an effective way to mitigate the perception of negative corporate brand publicity and their subsequent adverse effects on corporate brand pride. Moreover, the thesis reveal that the dissemination of brand knowledge, as a central part of internal branding, positively affect pride of employees, too. In addition, results provide evidence that employee pride represent a strong attitudinal motivator, which in turn influence brand- and service-oriented behaviour of personnel. At the end, the thesis highlights implications for theory and practice as well as limitations. The findings of this thesis provide important theoretical and practical implications, in particular for marketing manager and human resources manager.
Umweltfreundliches Verhalten am Arbeitsplatz – Analyse der Determinanten und Untersuchung eines umfassenden Modells
(2016) Ostertag, Felix; Hahn, Rüdiger
While considering moral, rational, and affective motivational factors the main purpose of this doctoral thesis is to promote a better understanding of the complex relationships between various determinants that influence employees’ pro-environmental behavior at work (PEB@work). Empirical studies on the employees’ level are scarce and often limited by an exclusive set of examined variables that either focus on a particular theoretical foundation (e.g., rational choice theory) or analyze behavior against the background of a specific psychological perspective (e.g., industrial and organizational psychology). In contrast, recent conceptual studies try to cover a broad range of possible determinants of PEB@work. However, they also fail to be exhaustive and additionally lack empirical validation. A comprehensive empirical analysis of individual factors is therefore a promising approach in providing a coherent picture of various motivational drivers of pro-environmental behavior and their complex interrelationships in the workplace. My outline of the theoretical origins and foundations of pro-environmental behavior research highlights the potential benefits of a synthesis of different theories and models (i.e., the Value-belief-norm theory, the Theory of planned behavior, and mosaics from additional affective theories that either regard the environmental context or the workplace). After introducing workplace specifics, I present distinct domains of pro-environmental behavior (i.e., energy and water conservation, mobility, responsible consumption, eco-activism, and recycling and waste avoidance). A thorough literature review of PEB@work studies, finally, leads to the formulation of 19 hypotheses and the development of a holistic model of pro-environmental behavior at work. In order to test whether the model is suitable for a large proportion of employees, the final sample consisted of working students, allowing me to capture employees that usually only have little to moderate positional power. Structural equation modelling with AMOS was employed separately for each of the pro-environmental domains to confirm the fit of the collected data for the respective PEB@work model. Previously conducted quasi-exploratory factor analyses (EFA) and confirmatory factor analyses (CFA) ensured the reliability and validity of measurement scales and latent variables. Model fit statistics and the variance explained reveal that the comprehensive PEB@work model fits the data convincingly well. The model is able to account for both, domain-specific pro-environmental behavior as well as unspecific pro-environmental behavior. Moreover, the results clearly show that pro-environmental behavior of employees is caused by a complex framework of causal dependencies between a diverse set of moral, rational, and affective determinants. These determinants vary in their influence depending on the considered domain. For most pro-environmental domains intentions are the best proximal predictor of PEB@work, followed by personal norms and subjective norms. However, regarding employees’ mobility and recycling behavior, perceived behavioral control is the most crucial factor. An additional objective of this doctoral thesis was to provide a theoretically grounded and comprehensible guide for practitioners on how to promote PEB@work of employees by means of interventions. To do so, an analysis of a broad range of antecedent and consequence intervention techniques was conducted, allowing me to identify which determinants of PEB@work these techniques are likely to address. Additionally, I developed a “9-paths-approach” that describes several paths within the tested model that organizational leaders and supervisors can basically take to encourage and support their employees’ pro-environmental efforts. Both, interventions and paths, combined with the empirical results led to the deduction of appropriate intervention techniques for each pro-environmental domain. Surprisingly, the dominant value orientation of employees (i.e., self-transcending values vs. self-enhancing values) is almost negligible, when supervisors have to decide which intervention to implement. In sum, on the basis of the developed model, the dissertation allows for a more in-depth understanding of the underlying motivational processes of PEB@work and provides theoretically grounded insights for practitioners to effectively target the diverse determinants of PEB@work.