Crafting the Future: Developing and Evaluating a Digital Mindset

Competence Model for the Industrial Craft Sector

Seyma Kocak

1,2 a

and Jan Pawlowski

1,2 b

University of Jyväskylä, Faculty of Information Technology, Jyväskylä, Finland

University of Applied Sciences Ruhr West Institute of Computer Science, Bottrop, Germany

Keywords: Digital Mindset, Design Science Research, Industrial Craft Sector, Digital Competence.

Abstract: 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.

1 INTRODUCTION

Digitalization is a critical challenge that craft

businesses must actively promote to remain

competitive and not lose touch with the rapidly

evolving business world (Timchuk & Evloeva, 2020).

Craft enterprises provide specialized craft activities

and offer products or services based on technical

knowledge and tradition. They cover a broad

spectrum, from repair and maintenance work to

manufacturing customized products (Abel, 2007).

Although craft businesses know digitalization

(Rohleder & Schulte, 2020; Veltkamp & Schulte,

2020), its importance is often not sufficiently

recognized (Welzbacher et al., 2015). Digitalizing the

Industrial Craft Sector is necessary to enable

efficiency gains, optimize work processes, and

improve customer communication (Aghimien et al.,

https://orcid.org/0000-0002-1282-8740

https://orcid.org/0000-0002-7711-1169

2022). This requires employees and managers to

develop the essential skills and knowledge to use new

technological tools and processes, which can improve

productivity, innovation, and competitiveness

(Nikmehr et al., 2021). A fundamental problem in the

Industrial Crafts Sector is the development of digital

skills and attitudes (Ezeokoli et al., 2016; Kocak &

Pawlowski, 2022). To successfully implement digital

transformation in the Industrial Craft Sector, a model

that captures the level of an organization's digital

mindset is needed. Appropriate measures can be

defined and adapted only by understanding the digital

mindset (Kratochvil et al., 2021). Although digital

mindset concepts and models exist in the literature

(Hildebrandt & Beimborn, 2021; Aliabina, 2020;

Young et al., 2020), these mainly focus on general

sectors and are less specific to the Industrial Craft

Sector. Only a few studies specifically address

108

Kocak, S. and Pawlowski, J.

Crafting the Future: Developing and Evaluating a Digital Mindset Competence Model for the Industrial Craft Sector.

DOI: 10.5220/0013029000003838

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 16th International Joint Conference on Knowledge Discovery, Knowledge Engineering and Knowledge Management (IC3K 2024) - Volume 3: KMIS, pages 108-119

ISBN: 978-989-758-716-0; ISSN: 2184-3228

digitalization, digital skills, and digital mindset in the

Industrial Craft Sector (Ezeokoli et al., 2016;

Aghimien et al., 2022; Parusheva, 2019; Kocak &

Pawlowski, 2023). This study addresses the following

research question:

How can a Competency Model for a Digital

Mindset in the Industrial Craft Sector be

Developed and Assessed?

The study aims to develop and evaluate a model of

digital competencies and attitudes specifically tailored

to the needs of the Industrial Craft Sector. It aims to

close a research gap and expand the theoretical

understanding of the application of digital technologies

in traditional sectors. This will provide new insights

into specific industries' digitalization processes and

address the Industrial Craft Sector's unique challenges.

The developed model will help craft enterprises

improve their digital skills and attitudes, optimize work

processes, and increase productivity. This is essential

for competitiveness and full exploitation of

digitalization's benefits. It also promotes innovation,

enables the development of new products and services,

and supports adaptation to changing market demands.

To answer the research question, the design science

approach (Hevner & Chatterjee, 2010; Peffer et al.,

2007) was chosen to develop the model and evaluate it

qualitatively with experts from the craft sector (Myers,

2019). First, the theoretical part and the development

of the model are presented, followed by a detailed

description of the methodology.

2 THEORY

The Industrial Craft Sector comprises independent

activities in material processing aimed at meeting the

individual needs of companies (Abel, 2007).

According to the Crafts Code, craft enterprises are

service, production, and commercial businesses

(Buschfeld et al., 2011). Since there is no EU-wide

definition, this description is used. The work process

in the construction industry is also strongly

characterized by craftsmanship and is considered

industrial craft (Diego et al., 2020). The global digital

revolution is propelling the Industrial Craft Sector

towards a promising future with digital

transformation. Enhancing digital technologies can

potentially revolutionize the sector, offering more

efficient services and operations. Understanding the

different phases of digital transformation and

developing specific strategies for each phase is

crucial, paving the way for a brighter future (Vial,

2019). The Industrial Craft Sector embraces

digitalization globally, with researchers playing a

crucial role in advocating for technological progress.

This shift is seen as an opportunity, with

technological advancements being harnessed in the

sector. Researchers' efforts are steering the

construction industry toward digital transformation,

inspiring a wave of change (Yang et al., 2022).

Although the Industrial Craft Sector is open to digital

transformation, it rarely shows initiative (Rohleder &

Schulte, 2020; Veltkamp & Schulte, 2020;

Welzbacher et al., 2015). Digital technologies can be

a decisive success factor, but the Industrial Craft

Sector is reluctant to start the digital transformation

(Vasiliki et al., 2020). This reluctance is due to

numerous organizational, technical, and individual

barriers and a lack of skills and attitudes (Yang et al.,

2022; Kocak & Pawlowski, 2022). Consequently, the

Industrial Craft Sector has not yet fully exploited the

potential of digital transformation (Sriyolia et al.,

2021). Industrial Craft Companies should develop a

clear digital strategy to overcome organizational

barriers and adapt internal processes accordingly

(Vogelsang et al., 2019). Leadership should receive

digital transformation and change management

training to promote acceptance and implementation

(Kocak & Pawlowski, 2022). Implementing modern

IT infrastructures and regular updates is crucial.

Partnerships with technology providers can help

overcome technical hurdles and ensure access to the

latest technologies (Rohleder & Schulte, 2020).

Training employees in new technologies and

fostering a digital mindset are essential (Veltkamp &

Schulte, 2020). Mentoring programs and peer

learning can also help build confidence in digital

technologies (Oesterreich & Teuteberg, 2016). A

tailored training framework that integrates digital

skills, attitudes, and personality traits is urgently

needed (Ezeokoli et al., 2016). Continuing education

programs should promote technical, social, and

emotional competencies to develop holistic digital

competence (European Construction Sector

Observatory, 2020). Another aspect is adopting a

digital mindset (Pammer et al., 2021; Kocak &

Pawlowski, 2022). A digital mindset describes

"patterns of thinking embodied in people's cognitive

processes, filters, and core beliefs, composed of

cognitive mechanisms and knowledge structures that

influence and promote the use and application of

digital technologies and the management of their

consequences in the context of individuals,

organizations, or society." From this, it can be

inferred that, in addition to attitudes, competencies

also play an essential role in realizing the digital

mindset. This paper uses the definition by Hildebrand

Crafting the Future: Developing and Evaluating a Digital Mindset Competence Model for the Industrial Craft Sector

109

and Beimborn (2022). Theories suggest that by

applying and building a digital mindset, bridging the

digital gap within the organization, and developing

lasting innovative capabilities, organizations can

foster the growth of innovative developments locally,

among competitors, and across industries (Fisher,

2022). Therefore, it can be concluded that digital

capabilities combine a digital mindset, knowledge,

competencies, and attitude (Gekara et al., 2017). A

tailored framework that integrates digital skills,

attitudes, and personality traits is urgently required to

establish a digital mindset in craft organizations, as

specific personality traits are crucial for shaping a

digital mindset (Ezeokoli et al., 2016; European

Observatory, 2020). Existing models, such as those

by Bredendiek Knorr (2020), focusing on openness,

agility, proactivity, creativity, customer orientation,

and fault tolerance, and by Hildebrandt and Beimborn

(2021), emphasizing thinking patterns like risk-taking

and resilience, lack specific dimensions and are

designed for general organizations. Kocak and

Pawlowski (2021) identified relevant digital skills

and attitudes for managers and employees but did not

explicitly investigate craft enterprises; thus,

analyzing these existing models helps address the

digital transformation challenges in the Industrial

Craft Sector. These approaches were used to develop

the Digital Mindset Competence Model for the

Industrial Craft Sector. The digital transformation in

the Industrial Craft Sector has significant potential.

However, it is currently hindered by organizational,

technical, and individual barriers, which can be

overcome through a clear strategic approach, regular

training, promotion of a digital mindset, and the

development of tailored training programs to enhance

digital competence and technology acceptance,

ultimately leading to successful digital

transformation by applying and adapting proven

models to the sector's specific needs.

3 DEVELOPMENT OF THE

DIGITAL MINDSET

COMPETENCE MODEL

The Digital Competence Mindset Competence Model

was developed using the design science approach

(Hevner & Chatterjee, 2010; Peffer et al., 2007) and

began with a systematic literature review and concept

matrix analysis (Webster & Watson, 2002) to identify

and analyze existing models in the industrial craft

sector. The second phase involved using a concept

matrix and units of analysis to examine further

academic approaches to digital mindset models,

dimensions, competencies, and technologies,

facilitating the adaptation of innovative approaches

for the industrial crafts sector. Aliabina (2020) used a

quantitative approach to study digital culture,

competence, and knowledge in banking, retail, and

telecommunication sectors, noting strengths like a

large sample size and sector diversity but lacking

detailed descriptions and validation procedures.

Young et al. (2020) and Knorr (2020) examined

digital learning aptitude, literacy, and entrepreneurial

mindset, providing detailed descriptions and

identifying interrelations among variables. However,

neither study lacked formal scientific methodologies

or evaluated models. Kollmann's (2020) research on

digital execution, skills, and mindset highlighted

lifelong learning and openness to new technologies

but also suffered from a lack of formalized models

and scientific methodologies, similar to Hildebrandt

& Beimborn's (2021) literature review on digital

innovation and thinking, which identified thinking

patterns but lacked a scientific methodology,

evaluation framework, and detailed descriptions. In

the Industrial Craft Sector, Kocak and Pawlowski

utilized a mixed-method approach in their 2023 study,

exploring Technological and Professional

competencies. Strengths included the application of a

taxonomy and the classification of competencies and

attitudes. However, the study lacked a formal model

and an unspecified scientific methodology. The

qualitative research conducted by Kocak &

Pawlowski in 2021 within the general sector focused

on Communication and Information Processing

Competencies. Strengths encompassed the

classification and sorting of factors. Inadequacies in

the research were identified, including lacking a

formal model, scientific methodology, and detailed

descriptions of elements (Neeley & Leonardi, 2022).

While strengths were found in recognizing essential

factors like customer centricity and digital

competence, the research often lacked a structured

approach and comprehensive factor descriptions

(Salvetti et al., 2022). Similarly, Joseph et al.'s 2022

study lacked specific dimensions and characteristics,

borrowing factors from other models without

providing a formal framework or detailed

methodology. In Lessiak's 2020 literature review,

growth orientation and collaboration emphasis were

explored, supplemented by qualitative interviews.

Strengths included the development of a model, the

description of main dimensions, and the classification

of sizes. Inadequacies encompassed the lack of a

common taxonomy, undefined sub-factors, an

unevaluated model, and no information about the

KMIS 2024 - 16th International Conference on Knowledge Management and Information Systems

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analysis of items in the questionnaire construct.

The summarized studies present various

approaches to understanding the digital mindset,

highlighting unique methods, domains, and

dimensions. Many studies, such as those by Aliabina

(2020), Kollmann (2020), Kocak & Pawlowski (2023),

and Joseph et al. (2022), lack a developed model and

standardized scientific methodology like ADR or DSR,

affecting reliability and comparability. Studies like

Young et al. (2020) and Salvetti et al. (2022) focus only

partially on digital mindset dimensions, potentially

overlooking crucial aspects, while Kocak &

Pawlowski (2021) and Salvetti et al. (2022) lack a

classification of characteristics or a model, hindering

systematic understanding. These gaps underline the

need for a comprehensive digital mindset competency

model, providing a structured framework, detailed

dimensions, standardized methods, and a specific

taxonomy for the industrial crafts sector to understand

better, cultivate, and assess essential digital

competencies. The approaches of Kocak and

Pawlowski (2023) and Bredendiek and Knorr (2020)

were used to develop the digital mindset and

competence model. For the development of the

dimensions, Information processing Competence,

Communication Competence, Technological

Competence, Personal Competence, and Personal

Traits were taken from Kocak & Pawlowski (2021), as

they have already classified many competencies,

attitudes, and personality traits for the Industrial Craft

Sector. Bredendiek and Knorr (2020) adopted the

dimension of entrepreneurial orientation, as many

competencies identified in the literature are necessary

to drive digital transformation in the industrial craft

sector.

Teamwork, cooperation, collaboration, customer

relationship, and technical communication

competencies are essential in the Industrial Craft

Sector due to the team-based nature of the work and

the high priority on customer communication (Kocak

& Pawlowski, 2023). Essential personality traits

include openness (Bredendiek & Knorr, 2020),

communication, flexibility, curiosity, and

compromise (Kocak & Pawlowski, 2023), which are

crucial as artisans often have limited time due to

numerous orders. Additionally, agility, result-oriented

mindset, openness to learning, self-restraint, and self-

confidence (Bredendieck & Knorr, 2020; Kocak &

Pawlowski, 2023) were integrated into the digital

attitude dimension, and critical faculties, taking

responsibility, and lifelong learning (Kocak &

Pawlowski, 2023) were added to the personal

competencies dimension, reflecting the continuous

need for learning and adapting to new technologies in

the digital transformation. In total, we have eight

main dimensions for our Digital Competence Mindset

Competence Model:

Communication Competence (CC). Ability to

communicate effectively, both verbally and

nonverbally, in personal, professional, and digital

contexts (Salleh, 2008).

Information Processing Competence (IPC).

Ability to gather, understand, evaluate, organize, and

use information from various sources, critical for

making informed decisions in the digital era

(Tahvanainen & Luoma, 2018).

Entrepreneurial Orientation (EO). Ability and

willingness to identify opportunities, take risks, drive

innovation, and strive for growth (Xu & Xu, 2012;

Tahvanainen & Luoma, 2018).

Technological Competence (TC). Capability to

effectively use, understand, and manage

technological tools and systems across professional,

educational, and personal contexts (Tahvanainen &

Luoma, 2018).

Development Competence (DC). Ability to

continuously learn, adapt, and foster personal growth,

crucial in the era of digitalization (Kocak &

Pawlowski, 2021; Tahvanainen & Luoma, 2018).

Personal Competence (PC). Ability to interact

harmoniously with others, essential in social,

professional, and individual contexts (Tahvanainen &

Luoma, 2018).

Digital Attitude (DA). Mindset towards embracing

digital opportunities and adapting to modern demands

(Hildebrandt & Beimborn, 2022; Kocak &

Pawlowski, 2021).

Personality Traits (PT). Traits that influence

attitudes and reactions, shaping individual

interactions and actions (Mekhaznia et al., 2021).

Figure 1: Digital Mindset Competence Model.

Description of the Digital Mindset

Competence Modell Factors

The Digital Mindset Competence Model for the

Industrial Craft Sector has eight dimensions. Bloom's

Crafting the Future: Developing and Evaluating a Digital Mindset Competence Model for the Industrial Craft Sector

111

subdimension descriptions were partly taken from

various sources or formulated according to an

established taxonomy (Krathwohl, 2002). A total of

57 sub-dimensions were identified and defined. The

table below shows the first two sub-dimensions for

each central dimension.

Table 1: Description of the Sub-Factors.

Sub-factors

Description

Enthusiasmus

(PT)

The trait of possessing passionate zeal, a

heightened interest in a specific topic or

task (Von Ohain, 2019)

Accuracy (PT)

The trait of appreciating the thoughts,

feelings, and behavior of myself or others

Communication

(CC)

Ability to communicate constructively,

effectively, and consciously (Kocak &

Pawlowski, 2022)

Digital

Communication

(CC)

Ability to use online tools such as email,

social media messaging, and texting to

reach others (Bordi, Okkonen,

Mäkiniemi, & Heikkilätammi, 2018).

Flexible Mindset

(DA)

Property to adapt to change and, above

all, the anticipation of future innovation

(Kocak & Pawlowski, 2022)

Visioning (DA)

Attitude to imagine the future, plan,

develop a vision, turn ideas into reality,

and create future scenarios to guide

efforts and actions (Mihardio &

Sasmoko, 2019).

Decision Making

(EO)

Ability to make decisions whose outcome

is not specific (Kocak & Pawlowski, 2022)

Quality

Management

(EO)

Ability to develop and implement quality

planning, assurance, quality control, and

improvement. (Kim, 2020).

Data collection

(IPC)

Ability to collect and measure data from

multiple sources to get a complete and

accurate picture of an area.

Evaluating data,

information, and

digital content

(IPC)

Ability to analyze, compare, and

critically evaluate the credibility and

reliability of data sources, information,

and digital content. To analyze, interpret,

and critically evaluate the data,

information, and digital content (Riina et

al., 2016)

Technology

Application (TC)

Ability to utilize digital technologies to

improve the strategic positioning of a

company.

ICT-Safety (TC)

Ability to monitor and control

confidential information (Kemendi,

2021; Riina, Yves, Staphanie, & Van Den

Brande, 2016).

Programming

Skills (DC)

Ability to know and apply the syntax and

code of a programming language (Riina,

Yves, Staphanie, & Van Den Brande,

2016).

Work with AI

(DC)

Ability to know and use different

programming languages, signal

processing techniques, and neural

network architectures (Schuur, Rezazade

Mehrizi, & Ranschaert, 2021).

Innovation Skills

(PC)

Ability to identify opportunities to

improve performance by changing

methods, processes, products, and

services (Kocak & Pawlowski, 2022)

Creativity (PC)

Ability to develop different ideas and

opportunities to create value, combine

knowledge and resources to achieve

valuable effects, research, and

experiment with innovative approaches

(Kocak & Pawlowski, 2022)

Five Stage Model

In addition to the Digital Mindset Competence-

Model developed in this phase of the design science

research methodology, we also developed a stage

model to help Industrial Craft Companies assess the

current stage or maturity level of digital mindset in

their company. The stage model represents five

stages. Within the Digital Mindset Competence

Model framework, various development stages are

described that reflect the change in the digital mindset

in organizations. These stages are explained below:

Table 2: Description of the Five-Stage Model.

Stage

Description

Stage 1:

Digital

Newcomers

Digital newcomers are organizations that lack

the characteristics of the digital mindset

competency model and need to develop an

essential awareness of the importance and

impact of digital transformation.

Stage 2:

Digital

Starters

The Digital Starter phase begins the learning

process where the importance of digital

transformation is gradually understood, with

initial signs of a digital mindset and

competencies emerging. However, many

additional skills and attitudes are still needed

to reach an advanced level.

Stage 3:

Digital

Intermediate

The "Digital Intermediary" phase shows a

deep understanding of digital transformation

and a comprehensive digital mindset but still

requires continuous growth to fully develop

all necessary skills and attitudes.

Stage 4:

Digital

Professionals

"Digital professionals" have a highly

developed digital mindset, mastering and

applying all relevant characteristics for a

successful digital transformation.

Stage 5:

Digital

Pioneers

The "Digital Pioneer" is at the top of the digital

competence model, mastering its attributes,

embodying the highest level of digital

competence, and serving as a role model by

putting digital principles into practice.

The competence levels are determined by

summarizing and averaging items from established

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112

instruments across eight dimensions, then dividing

the total mean values by the number of items to obtain

the final competence level.

4 METHOD

The present study is based on the DSR approach

(Design Science Research) (Peffer et al., 2007;

Hevner & Chatterjee, 2010) and follows a qualitative

research methodology (Myers, 2019) that addresses

current problems not comprehensively discussed in

the existing literature. The applied research

methodology begins with a systematic literature

review (Webster & Watson, 2002), the starting point

for developing the research question and

methodology. This process enables a thorough

analysis of existing knowledge. It identifies research

gaps, leading to the definition and description of key

concepts and variables relevant to studying the digital

mindset in the industrial craft sector.

Our study is based on organizational culture

theory, which posits that collectively shared beliefs,

values, norms, and practices significantly influence

the behavior and performance of an organization's

members (Schein, 1990). This theory is applied to a

Digital Mindset Competence Model for Industrial

Craft Organizations, where establishing a culture that

emphasizes digital competence and a willingness to

learn promotes employees' digital skills and

engagement, thereby overcoming barriers and

supporting successful digital transformation

(Mohammadi, 2020; European Construction Sector

Observatory, 2020). Furthermore, the core theory of

the work is based on information theory, which

requires craft organizations to ensure their members

possess the necessary digital skills and technological

knowledge to manage digital tools effectively,

contributing to the improvement of organizational

culture (Ezeokoli et al., 2016; Fisher, 2022).

Problem Identification

The digitization process has now become an

omnipresent phenomenon and extends to almost all

sectors of the economy, including the Industrial Craft

Sector. The companies involved in the Industrial

Craft Sector show a fundamental openness and

interest in digitization. Still, it is striking that they

rarely take proactive steps and attach comparatively

little importance to digitization in their companies

(Überbacher et al., 2020). This reluctance is in

marked contrast to the dynamic nature of digital

transformation, which nowadays represents a

decisive competitive advantage. A critical issue

limiting Industrial Craft Enterprises in their efforts to

embrace digitalization is the existence of many

digitalization barriers (Aghimien et al., 2022; Kocak

& Pawlowski, 2022). In particular, the digital

competencies of employees and the implementation

of a digital mindset within the organization stand out

as critical challenges (Kocak & Pawlowski, 2022).

Regarding digital competencies, many Industrial

Craft Companies lack sufficient expertise in using

digital tools and technologies. Efficient use of digital

resources and implementation of digital innovations

can be hindered by employees' lack of digital skills

and knowledge, requiring targeted training and

qualification measures. Additionally, embedding a

digital mindset in traditionally minded Industrial

Craft Businesses is challenging due to a lack of

understanding of digitization opportunities and

resistance to adapting business models, necessitating

cultural change and fostering innovation and

flexibility to remain competitive and future-ready.

The Objective of a Solution, Design and

Development, and Demonstration

Understanding the required digital skills and attitudes

is essential to driving digital transformation in the

Industrial Craft Sector, enabling the development of

targeted measures. A model for digital competence

and mindset quantifies the degree of digital mindset,

forming the basis for future training programs, and is

developed through a thorough literature review to

identify existing concepts. These concepts are

analyzed using a concept matrix, a proven

methodology according to Webster and Watson

(2002). This analysis identifies relevant approaches

and forms the basis for structured model

development, presented systematically using a virtual

Miro Board to illustrate the model's intricate

relationships. A methodical approach with critical

questions and evaluation questionnaires ensures a

comprehensive understanding and aims to validate

the model's effectiveness and alignment with the

Industrial Craft Sector needs. Implementing this

digital skills model strategically accelerates digital

transformation by systematically recording and

quantifying digital skills and attitudes, enabling

targeted measures to prepare the Industrial Craft

Sector for future challenges.

Evaluation and Communication

A qualitative research methodology was chosen for

the evaluation because it offers profound insights into

the complexity of human behavior and social

phenomena that cannot be adequately captured using

quantitative approaches alone (Myers, 2019). The

Crafting the Future: Developing and Evaluating a Digital Mindset Competence Model for the Industrial Craft Sector

113

philosophical basis of this work is the interactionist

approach, which aims to develop a deep

understanding and subjective experience (Myers,

2019). The qualitative methodology is based on

grounded theory, which builds an approach by

collecting data without prior assumptions to develop

patterns and concepts from the data. We conducted

semi-structured interviews with experts that

dominated this study (Myers, 2019). These experts set

the framework for evaluation and answered questions

about comprehensibility, completeness, impact, and

potential additions to the main dimensions, sub-

dimensions, and the 5-step model. Expert interviews,

conducted in person or virtually, are integral to the

results and communication in this scientific work.

Sample

A homogeneous sampling method was used to select

individuals with similar characteristics, focusing on

experts from the craft sector and academic circles

with relevant specialist knowledge. The experts were

chosen based on their technical, process-related, and

explanatory expertise in their field and the context of

digitalization to ensure diverse perspectives.

Considering a homogeneous population (Guest et al.,

2006), a sample size of about 12 participants is

recommended for qualitative interviews, while

phenomenological studies usually envisage 3-10

interviews. The sample size of the current research

was N=10, with experts selected based on their

experience and expertise in crafts and digitalization.

The study was conducted from January to October

2022-2023, with each interview lasting

approximately 1.5 hours. Six male and four female

experts took part in the interviews. Of the ten experts,

seven had two years of professional experience, two

had more than five years of experience, and one had

three years of experience. The average age of the

experts was 29 years (M= 29.9). Most experts were

from the industrial craft sector (5 out of 10), with

others from a university specializing in digital

transformation in craft organizations, industrial

construction and production, the energy sector, and

geotechnics and environment. Their professional

positions varied widely, including research assistants,

civil engineers, environmental engineers, auditors,

project managers, and specialized electrical and

geological engineers experienced in digital

transformation.

Procedure and Data Analysis

In the study's first phase, the Industrial Craft Sector

experts evaluated the Digital Mindset Competence

Model to ensure its comprehensibility and

completeness and suggested additional dimensions.

They also reviewed the five-stage model to assess its

maturity and the clarity of each stage's definitions and

descriptions. All interviews, which lasted

approximately one and a half hours, were recorded

and transcribed to evaluate the competencies,

attitudes, and personality traits, focusing on clarity,

importance, and potential improvements.

Construct and semantic validity were tested for

reliability, with construct validity reflecting experts'

interpretations and semantic validity categorizing

similar text meanings (Bryman et al., 2008). Using

Mayring's (2015) method for qualitative analysis, the

study followed Myers's (2019) approach,

incorporating participant feedback, confirmation

tests, deductive coding, and selective coding to

categorize data and address the research question.

Finally, the transcripts were analyzed using a

structured content analysis, testing construct, and

semantic validity to ensure significance and

reliability, with construct validity reflecting experts'

interpretations and semantic validity categorizing

similar text meanings, supported by participant

feedback and confirmation checks, following Myers's

(2019) approach (Bryman et al., 2008).

5 EVALUATION OF THE

DIGITAL MINDSET

COMPETENCE MODEL

The results of an expert survey confirm the general

acceptance and comprehensibility of the model

presented, which is tailored to its applicability in the

Industrial Craft Sector. Several experts (E1, E5, E8)

emphasize that the dimensions and sub-factors of the

model (E2, E3, E8) are particularly well suited to

skilled trades professions. A vital advantage of the

model is promoting a digital mindset, which supports

companies by simplifying work and communication

between employees and customers (E5). In addition,

digitalization makes cost savings possible (E5). One

expert emphasizes the need to implement the concept

in craft businesses to drive digital change (E2).

Another expert points out that the relevant

dimensions can vary depending on the sector, with

different aspects possibly being at the forefront in the

construction industry rather than in other industrial

craft sectors (E3). About the dimensions, it is argued

that apart from personality traits, all other skills and

attitudes are crucial for a digital mindset (E3). It is

recommended that additional information on the

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model be provided and the terminology be illustrated

with verbs (E6, E9). The integration of information

processing skills is considered particularly important

(E9). The experts see a significant benefit of the

model in improving interaction and communication

within the craft organization (E1). The five-level

model for assessing digital skills is considered

relevant, but it should be noted that some terms

should be clarified, such as "entrepreneurial skills"

and "entrepreneurial orientation" (E9). The experts'

opinions show that the model covers many important

aspects but still has room for improvement (E4, E9).

The importance of the model for the industrial craft

sector is particularly emphasized, as it is seen as a

contribution to promoting digitalization in companies

(E9). Finally, a common taxonomy for the five-step

model is proposed (E2, E9, E10). At the same time,

one expert considers entrepreneurial skills irrelevant

to the model, as she sees them as innovation in the

company and not essential for a digital mindset (E5).

Communication and flexibility are highlighted as

crucial skills, mainly because of teamwork and the

importance of communication in craft organizations

(E2). Another expert notes that personal skills are

appropriate but somewhat complex (E10). Finally,

one subject matter expert reiterates the concept's

validity and argues that adopting a digital mindset

will help craftspeople manage tasks more efficiently

and facilitate communication within the workforce

and with customers (E5).

5.1 Results of the Claritiy, Importance,

and the Impact of the Factors

In the academic context, two codes were developed

for the category "Clarity": "Description" and

"Assignment of characteristics to categories." Experts

(E5, E9) recommended revising definitions such as

personality traits and digital mindset. The coding

"Assignment of characteristics to categories"

identified various factors that should be integrated

into the corresponding dimensions. In particular, it

was suggested that emotional intelligence be assigned

to personal skills, with Expert 9 considering

adaptability as a personality trait that should be

integrated into this dimension. Other characteristics,

such as intercultural competence, were assigned to

personal competence, while teamwork was given to

communication competence, knowledge sharing to

digital mindset, and critical thinking to

entrepreneurial orientation (E9). In the "Priority or

importance" category, the experts (E6) emphasized

that communication skills, cultural aspects, and

openness are crucial to driving digital change in

industrial craft businesses. The experts also analyzed

the interactions between the factors. It was

highlighted that transparency has a positive effect on

different ways of thinking (E9), adaptability has

positive effects (E1), and communication skills have

positive impacts on cooperation, collaboration, and

willingness to take risks (E5, E9). Expert 9

emphasized that emotional intelligence has a positive

influence on trust. Problem-solving skills, in turn,

promote factors such as critical thinking, creativity,

innovative thinking, and motivation (E9). Regarding

adverse effects, the view was expressed that openness

could impair conflict resolution (E9). One expert (E2)

said that flexibility was essential in the construction

industry to work on weekends. Communication was a

critical characteristic of digitalization (E2, E3), as

was openness, as open people tend to be willing to

learn new information (E2). Another expert

emphasized the importance of cybersecurity, as

digitalization brings challenges such as hacker attacks

and data protection (E10). An additional essential

aspect is the culture of error in organizations, as

mistakes should be seen as learning opportunities for

the future (E7).

6 DISCUSSION

This study develops and evaluates a digital mindset

competence model tailored to the Industrial Craft

Sector using the design science approach and

involving experts from the Industrial Craft Sector.

After a literature review analyzed using a concept

matrix, the model is based on Kocak and Pawlowski's

(2023) and Knorr's (2020) methods. The study

meticulously traversed the steps outlined in the design

science methodology, culminating in the refinement

and enhancement of the model based on the acquired

results. The imperative of developing a Digital

Mindset Competence Model designed explicitly for

the Industrial Crafts Sector is underscored by the

escalating digitalization and technological

metamorphosis in today's professional milieu. The

Industrial Crafts Sector, traditionally characterized by

manual dexterity and experiential knowledge,

grapples with the challenge of harnessing the

potential of digitalization. A specialized competency

model facilitates the identification of requisite skills

and attitudes indispensable for artisans to navigate

successfully within a digitalized milieu. The

pertinence of the Digital Mindset Competence Model

for the Industrial Crafts Sector lies in its capacity to

augment individual competitiveness and empower

proficient craft organizations to navigate digital

Crafting the Future: Developing and Evaluating a Digital Mindset Competence Model for the Industrial Craft Sector

115

transformation proactively. This advances efficiency

and quality in the craft processes and fortifies the

industry's competitive stance holistically. In our

study, we conducted an exhaustive literature review,

expanding upon the findings of Kocak and Pawlowski

(2021). A focal point of our research was the

investigation of existing digital mindset concepts,

with diverse concepts and models subjected to

comprehensive analysis for understanding and

comparison. The outcomes of this analysis

underscore that, despite the existence of digital

mindset concepts, no specific models were identified

for the Industrial Crafts Sector (Aliabina, 2020;

Hildebrandt & Beimborn, 2021; Knorr, 2020;

Kollmann, 2020; Kocak & Pawlowski, 2021). While

these analyzed concepts offer valuable insights into

digital mindsets, there exists a conspicuous need for

a Digital Mindset Competence Model tailored to the

requisites of the Industrial Crafts Sector. These

findings accentuate the relevance of our research,

which endeavors to establish a practice-oriented and

industry-specific foundation for fostering a digital

mindset in the Industrial Crafts Sector.

The results confirm the model's

comprehensibility and completeness for the Industrial

Crafts Sector, although some factors needed re-

categorization into the correct dimensions, which was

successfully done. The stage model was refined

through improved definitions and terminology,

enhancing iteration. Experts highlighted the

significance of communication skills, cultural

competencies, and openness, which are crucial for

successful digitalization. The model adapts individual

competencies and organizational requirements,

bridging traditional craftsmanship and digital

innovation.

The Digital Mindset Competence Model

encompasses eight dimensions, further subdivided

into factors. While literature encompasses concepts

and models (Hildebrandt & Beimborn, 2022; Knorr,

2020; Kocak & Pawlowski, 2021) developed for the

general sector, these models lack the dimensions

crucial for the digital mindset. In contrast, our model

encompasses digital attitudes, digital competencies,

personality traits, entrepreneurial orientation, and

personal competencies, all pivotal for the digital

mindset. Another distinctive contribution of our work

lies in the detailed descriptions of the factors,

employing a standard taxonomy to elucidate elements

within respective dimensions, some of which are

echoed in the literature (Hildebrandt & Beimborn,

2021; Kocak & Pawlowski, 2023). An additional

contribution is our five-stage model, which facilitates

determining organizational levels by applying the

model in craft organizations. This model is

instrumental in guiding further research to develop

measures tailored to the craft sector—a level model

not present in existing literature on digital mindset

models in the craft sector. This research significantly

fills the industrial crafts sector gap by developing and

evaluating a digital competencies and attitudes model

tailored to its unique needs and challenges. It provides

novel insights into digital technology implementation

in traditional sectors. Using a design science

approach and a mixed methodology, the study offers

precise guidelines for industrial craft enterprises to

enhance their digital skills and attitudes, which are

essential for maintaining competitiveness and

realizing the potential of digitalization.

Implementing the developed model will optimize

work processes, increase productivity, and improve

customer communication, leading to excellent

customer and employee satisfaction. Developing

digital skills and a digital mindset enhances daily

efficiency and innovation in craft businesses,

allowing them to create new products and adapt to

market changes. While the study offers valuable

insights, it has limitations, such as the need for further

evaluation of factor descriptions and customization

for various facets of craftsmanship. Future work

should include developing survey items, conducting

structural equation modeling to understand factor

correlations, and exploring the model's impact on job

performance and digital organizational culture in the

Industrial Crafts Sector.

7 CONCLUSION

This study aims to develop and evaluate a digital

mindset competence model for the Industrial Crafts

Sector using the design science approach to address

practice-relevant problems and contribute to

knowledge development. Experts from various

Industrial Crafts sectors with digitalization

experience evaluated the model for completeness,

understandability, and correct allocation of factors.

The results indicated that some terms and definitions

need modification, particularly in the model and the

five-stage framework. The model serves as the first

approach for identifying the digital mindset and skills

in Industrial Craft Sector and was improved through

expert evaluation. Future research should include

further evaluation, ideally through focus group

discussions within specific areas of the Industrial

Crafts Sector.

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