Drawing from mindset theory, we predict that managers' fixed mindset about technological ability (FM-TA) will negatively influence the developmental support they provide to their employees and, in turn, their employees' engagement in digitalization initiatives. Further, we predict that managers' FM-TA will have a disproportionate negative influence on female employees for whom negative stereotypes about technological ability exist. We test our hypotheses with two-wave field study data collected from 88 managers and 185 employees working in a Nordic banking institution. We find that managers' FM-TA relates negatively to their employees' experienced developmental support, and, in turn, their employees' efforts to approach new technology. Furthermore, our findings indicate that this negative, indirect relationship is more pronounced for female employees (Estimate = -.116 SE = .052, p = .026) than male employees (Estimate = -.048, SE = .027, p = .071), although the interaction term (managers' FM-TA x employee gender) was not significant at the 95 percent confidence level (Estimate = -.266 SE = .0141, p = .058). Our study provides greater insight into the human resource management (HRM) issues managers might have fostering employee engagement and inclusion in the digitalized workplace.

This study aims to investigate whether and how a learning-from-error climate is associated with work-related flow experiences by employees. Drawing on the tenets of Job Demands-Resources theory, we propose that this relationship is mediated by a work-related growth mindset. The study tests a mediation model by conducting structural equations modelling. Data were gathered in two waves from 159 employees within a Dutch financial organization. Results demonstrate that work-related mindset significantly mediates the relationship between a learning-from-error climate and work-related flow. In this study, we address the call for studies that empirically assess the influence of organizational climate on work-related flow in a multiwave study design. Specifically, we highlight the relevance of understanding how individual dispositions can shape the effects of a learning-from-error climate on work-related flow.

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