Technological vs. Non-Technological Mindsets: Learning From Mistakes, and Organizational Change Adaptability to Remote Work


  • Wioleta Kucharska Gdansk University of Technology, Fahrenheit Universities Union
  • Dr Gdansk University of Technology, Fahrenheit Universities Union



organizational learning, change adaptability, organizational intelligence, learning via technology, learning from mistakes, technology adoption, COVID-19, mindset, tacit knowledge


The permanent implementation of the change in working methods, e.g., working in the virtual space, is problematic for some employees and, as a result, for management leaders. To explore this issue deeper, this study assumes that mindset type: technological vs. non-technological, may influence the organizational adaptability to change. Moreover, the key interest of this research is how non-technological mindsets adapt to remote work in the long run. Based on the OLS  regression (SPSS PROCESS), authors analyze three data sets gathered via the questionnaire distributed using the CAWI method among Polish knowledge workers; the first data set was gathered in December 2019 before the COVID-19 crisis, and the next in 2021 and 2022. Findings revealed that before COVID-19, high intensity of contacts via technology-supported change adaptability only for the IT industry. Results obtained two and three years later exposed that interactions via technology also increased the change adaptability in other sectors. This study confirms that the technological environment can change the employee mindset. Nevertheless, at the same time, the adaptability process can be prolonged and complex even for highly educated knowledge workers’ groups. Since there is no development without technology today - patience and long-run perspective thinking are recommended to achieve sustainable growth. It is critical. Adaptation to technology-dominated virtual workspaces must continue, even if this is problematic for non-technological mindsets; abandoning this idea will only make the inevitable transformation longer and more challenging. Collective intelligence creation requires inclusion and patience instead of exclusion of those who face problems or abandonment of change when facing implementation problems rooted in mindsets.

Author Biography

Wioleta Kucharska, Gdansk University of Technology, Fahrenheit Universities Union

Wioleta Kucharska holds a position as an Associate Professor at the Faculty of Management and Economics of the Gdansk TECH, Gdansk University of Technology, Fahrenheit Universities Union, Poland. Authored 66 peer-reviewed studies published with Wiley, Springer, Taylor & Francis, Emerald, Elsevier, IGI Global, and Routledge. Recently involved in such topics as tacit knowledge and company culture of knowledge, learning, and collaboration. Along with scientific passion and achievements, she has 12 years of managerial experience; therefore, her works next to theoretical foundations actively refer to management practice.