Appraising and reacting to digital extended availability: The contingent roles of growth and fixed mindsets

Digital extended availability (DEA), or being responsive during non-work time via digital technologies, is becoming an essential feature of contemporary work. Existing research has shown its adverse and beneficial effects on employees while not presenting a clear picture of how employees perceive and produce coping behaviors toward the demand of being digitally connected after regular working hours. Drawing on the transactional theory of stress, we examine a contingent model elucidating how and when employees generate varying coping behaviors toward this technology-driven demand. We found that individuals with high growth mindsets are likely to appraise DEA as a challenge and lead to taking charge behavior. On the contrary, individuals with high fixed mindsets are likely to appraise DEA as a hindrance and ultimately lead to withdrawal behavior. Results from two field survey studies supported our hypotheses. Based on these findings, we further discuss this research’s theoretical and practical implications.