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Article
Publication date: 26 July 2021

Rihana Shaik, Ranjeet Nambudiri and Manoj Kumar Yadav

The purpose of this paper is to provide a process model on how mindfully performed organisational routines can simultaneously enable organisational stability and…

Abstract

Purpose

The purpose of this paper is to provide a process model on how mindfully performed organisational routines can simultaneously enable organisational stability and organisational change.

Design/methodology/approach

Via conceptual analysis, the authors develop several propositions and a process model integrating the theory of mindfulness and performative aspects of organisational routines with organisational stability and change. To do so, the authors review the literature on organisational routines, mindfulness, stability, inertia and change.

Findings

First, the authors demonstrate that, based on levels of mindfulness employed, performative aspects of organisational routines can be categorised as mindless, mindful and collectively mindful (meta-routines). Second, in the process model, the authors position the mindless performance of routines as enabling organisational stability, mediated through inertial pressure and disabling change, mediated through constrained change capacities. Finally, the authors state that engaging routines with mindfulness at an individual (mindful routines) or collective (meta-routines) level reduces inertia and facilitates change. Such simultaneous engagement leads to either sustaining stability when required or implementing continuous organisational change.

Research limitations/implications

The framework uses continuous, versus episodic, change; future research can consider the model’s workability with episodic change. Future research can also seek to empirically validate the model. The authors hope that this model informs research in organisational change and provides guidance on addressing organisational inertia.

Originality/value

To the best of the authors’ knowledge, this study is the first to categorise the performative aspects of organisational routine based on the extent of mindfulness employed and propose that mindfulness-based practice of routines stimulates either inertia-induced or inertia-free stability and continuous change.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 13 November 2020

Praveen Kumar Sharma and Rajeev Kumra

Employee well-being is increasingly relevant and crucial for organizational success. As work engagement and employee well-being affect employee performance, this area is…

Abstract

Purpose

Employee well-being is increasingly relevant and crucial for organizational success. As work engagement and employee well-being affect employee performance, this area is the focus of increasing attention both from scholars and industry professionals. The main objective of the present research study is to investigate the mediating role of work engagement on the relationship between mindfulness at work, organizational justice and employee well-being.

Design/methodology/approach

The study was conducted on information technology (IT) employees in India, and 331 complete responses were collected for the data analysis. The cross-sectional data were collected through purposive sampling. Structural equation modeling (SEM) was applied to evaluate the proposed research hypotheses.

Findings

The findings support the convergent and discriminant validities of mindfulness, organizational justice, work engagement and employee well-being. The results indicate that mindfulness and organizational justice have an indirect relationship with employee well-being. In addition, the study demonstrates that work engagement significantly mediates the relationship between mindfulness and employee well-being as well as between organizational justice and employee well-being.

Practical implications

The findings will help organizations and human resources (HR) departments to understand the importance of work engagement and employee well-being in the workplace.

Originality/value

The mediating effect of work engagement between the workplace mindfulnessorganizational justice relationship on employee well-being is addressed by drawing on conservation of resources (COR) and job demand–resource (JD–R) theories. Prior research has exclusively studied the relationship of employee well-being with either mindfulness or organizational justice. This research provides empirical insights regarding the fact that both mindfulness and organizational justice simultaneously have a relationship with employee well-being.

Details

South Asian Journal of Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2398-628X

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Article
Publication date: 8 July 2014

Ahmet Bayraktar and Nelson Oly Ndubisi

This research aims at contributing to international marketing literature by reconsidering the drivers of firms’ globalization and global market performance in the light of…

Abstract

Purpose

This research aims at contributing to international marketing literature by reconsidering the drivers of firms’ globalization and global market performance in the light of organizational mindfulness concept.

Design/methodology/approach

Based on industrial organization theory, resource-based view and literature on organizational mindfulness, a conceptual framework is presented to characterize how organizational mindfulness impacts firms’ globalization process and global market performance. In total, 14 propositions are extracted.

Findings

This paper proposes that organizational mindfulness plays a significant role in firms’ entry into foreign markets, global extension and global market performance. More specifically, organizational mindfulness positively moderates the relationships between external globalization drivers and the extent of firms’ globalization. In addition, organizational mindfulness is an antecedent to strategic processes, whereas it positively moderates the relationships between other internal drivers and firms’ globalization and global market performance. Furthermore, this paper suggests that country equity is a significant external globalization driver that also moderates the relationship between the extent of firms’ globalization and global market performance.

Research limitations/implications

The proposed framework contributes to international marketing research by integrating organizational mindfulness concept into the drivers of firms’ globalization and global market performance, and highlights its crucial role in the pursuit of opportunities in the global marketplace. The paper suggests that firms should create mindful organizations to expand its activities into global markets and achieve desirable global market performance. In other words, they should improve collective mindfulness to survive in today’s hyper-competitive markets.

Originality/value

The paper represents the first attempt that incorporates organizational mindfulness concept into firms’ globalization process. Highlighting the importance of developing mindful organizations, it reconsiders the drivers of firms’ global expansion and global market performance. Furthermore, it is the first attempt that introduces the country equity construct as an external driver of firms’ global extension and as a moderator between organizational reform measures and global market performance.

Details

Journal of Research in Marketing and Entrepreneurship, vol. 16 no. 1
Type: Research Article
ISSN: 1471-5201

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Article
Publication date: 13 February 2017

Peerayuth Charoensukmongkol

The purpose of this paper is to investigate the role of mindfulness as a personal characteristic that might be associated with lower resistance to change during…

Abstract

Purpose

The purpose of this paper is to investigate the role of mindfulness as a personal characteristic that might be associated with lower resistance to change during post-merger integration.

Design/methodology/approach

The sample consists of full-time employees at a subsidiary of a Japanese multinational bank in Bangkok, Thailand, that acquired a local financial institution (n=141). Data collection was initiated one month after the first date that the two banks officially merged. A self-administered questionnaire was prepared for data collection. Partial least squares regression was used to analyze the data.

Findings

The negative association between mindfulness and resistance to organizational change was indirectly explained by the degree of optimism and general self-efficacy associated with mindfulness.

Research limitations/implications

First, the data were obtained through cross-sectional data collection. Second, the data were collected data from a single organization. Third, using the self-reported questionnaire survey to obtain the data can cause subjective bias in the measures. Lastly, the analysis did not incorporate organizational factors or management policies that might affect resistance to organizational change as control variables to capture their influence.

Practical implications

Mindfulness training may be considered as an intervention to help prepare employees for the organizational change during post-merger integration.

Originality/value

The results provide theoretical insights into the mechanism by which mindfulness contributes to the changed attitudes of employees during organizational change.

Details

Journal of Managerial Psychology, vol. 32 no. 1
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 12 June 2020

Min Wan, Suzanne Zivnuska and Matthew Valle

The purpose of this study is to explore the mediating effect of moral disengagement in the relationship between mindfulness and unethical behaviors. The authors also…

Abstract

Purpose

The purpose of this study is to explore the mediating effect of moral disengagement in the relationship between mindfulness and unethical behaviors. The authors also explored the moderating effect of perceptions of politics on the mediational chain.

Design/methodology/approach

The authors administrated time-lagged surveys at two time periods separated by six weeks. Respondents were 206 full-time employees working in the USA. Hierarchical, moderated multiple regression analyzes were used to test the mediation and moderation effects.

Findings

Results showed that mindfulness reduced destructive deviant behavior and unethical pro-organizational behavior through moral disengagement and the mediation effects were weaker when employees’ perceptions of politics were stronger.

Research limitations/implications

The results indicate that mindfulness and perceptions of organizational politics combine to have profound impacts on employee unethical behaviors. Organizations seeking to minimize the occurrence of deviance and unethical behaviors may do well to support employee mindfulness and as well as minimizing organizational politics. The findings suggest that the political context has a negative impact on even the behavior of mindful employees. Therefore, building mindfulness while simultaneously reducing politics are equally important goals.

Originality/value

Our study extends the theoretical development of mindfulness research by examining the interactive effects of perceptions of organizational politics and mindfulness and broadens the theoretical rationale for explaining the linkages between mindfulness and unethical behaviors.

Details

Management Research Review, vol. 43 no. 12
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 8 July 2014

Thomas Hutzschenreuter, Ingo Kleindienst and Michael Schmitt

The purpose of this paper is to provide insights to the impact of acquisition experience from prior acquisitions on the performance of subsequent ones. The authors base…

Abstract

Purpose

The purpose of this paper is to provide insights to the impact of acquisition experience from prior acquisitions on the performance of subsequent ones. The authors base the analysis on the concept of mindfulness which has recently gained increasing attention in organizational learning theory. The aim is to extend prior research on mindfulness in organizational learning by empirically addressing how mindfulness in knowledge transfer affects task performance in the context of a rare organizational event, i.e. an acquisition, and how it is moderated by the conditions surrounding that event.

Design/methodology/approach

Employing a path-related approach, the authors analyzed large acquisitions of multiple US acquirers in a sequence to be able to clearly identify feedback from preceding acquisitions on subsequent ones. The authors adopt individual acquisition events as the unit of analysis to demonstrate the effect of mindfulness on task performance, and follow the widely used approach of measuring acquisition performance by abnormal stock market returns around the time of an acquisition announcement.

Findings

The analysis reveals an alternating relationship between an acquirer's acquisition experience and its acquisition performance. This relationship is positively moderated by an acquirer's cash reserves and by the temporal spacing of its acquisitions, but negatively moderated by an acquirer's market-to-book value.

Originality/value

Path-related approaches are rarely used in the mergers & acquisitions literature. The paper is based on the concept of mindfulness and identifies an up to now unrecognized pattern in the performance of multiple acquisitions.

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Article
Publication date: 11 September 2017

Ron Lewis Cacioppe

This paper aims to examine the differences in mindfulness, meditation and flow and the conditions in which each occurs. It summarizes research that demonstrates positive…

Abstract

Purpose

This paper aims to examine the differences in mindfulness, meditation and flow and the conditions in which each occurs. It summarizes research that demonstrates positive benefits of these three for employee and organizational learning. While mindfulness focuses awareness on what is occurring in the moment, flow involves total immersion in an activity and loss of awareness of one’s self and the environment. This paper discusses if and how mindfulness can be incorporated into flow and how this relates to organizational learning.

Design/methodology/approach

A mindfulness-in-flow process, called mindflow, is described as one that includes open awareness at the “integral point”. Pilot programmes were conducted that integrated mindfulness, meditation and flow for three companies and participants that reported personal physical and psychological benefits and development of mindfulness-in-flow skills.

Findings

This paper suggests that conducting workplace programmes and environments that incorporate mindfulness, meditation and flow has considerable potential to improve culture, responsiveness and learning.

Research limitations/implications

For mindflow to be a useful process to enhance individual and organizational learning, conditions need to be embedded which encourage mindfulness and flow in the organization. Further research is needed into the study of the integration of mindfulness in flow versus mindfulness, the workplace conditions necessary to support mindflow and how these translate into organizational learning.

Practical implications

Organizations need to provide workplace conditions, resources and systems that support mindful flow. Leaders also need to be models and coaches to guide individuals and teams to work in a mind-flow way.

Social implications

The process and practice of mindflow provides greater fulfillment for workers as well as greater alignment between the organization’s products and services and the well being of society.

Originality/value

This paper suggests that conducting workplace programmes and providing organizational conditions that incorporate mindfulness, meditation and flow will increase organizational learning and provide an essential culture for a learning organization.

Details

The Learning Organization, vol. 24 no. 6
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 20 January 2020

Karen R. Johnson, Sunyoung Park and Sanghamitra Chaudhuri

As the concept of mindfulness gains popularity in the workplace, there is a need to understand the extent to which mindfulness-related practices are integrated into…

Abstract

Purpose

As the concept of mindfulness gains popularity in the workplace, there is a need to understand the extent to which mindfulness-related practices are integrated into training and development activities and the impact of these practices on employees and organizations. The purpose of this study is to provide an overview of the scope of mindfulness as an intervention in the workplace and to identify outcomes of mindfulness-related training activities at the individual, job/work, team/group and organizational levels.

Design/methodology/approach

Torraco (2005) and Briner and Denyer's (2012) four steps (search, selection, analysis and synthesis) for conducting an integrative literature review were used for this study. This method enabled us to compare and contrast relevant articles, integrate distributed information, create new knowledge and provide research directions on mindfulness practices in work settings.

Findings

Through a revision of 28 empirical studies, the authors found that mindfulness-based training is an effective intervention for organizations to improve mental health, wellbeing and performance of employees. A total of 51 significant outcomes of mindfulness-related training categorized at the individual (23), job/work (17), group/team (7) and organizational (4) levels were identified.

Practical implications

Despite the benefits of mindfulness training, according to the research, only a handful of organizations have rolled-out this program for employees. The authors recommend that industry leaders and managers take a proactive approach and incorporate mindfulness-related practices as part of their professional development training for employees at all levels to improve personal and professional growth and performance.

Originality/value

This paper extends the emerging literature on mindfulness by providing a comprehensive summary of the consequences of mindfulness training at a multilevel context within the human resource development domain.

Details

European Journal of Training and Development, vol. 44 no. 4/5
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 16 January 2019

Jonathan Passmore

The purpose of this paper is to explore the growing science and application of mindfulness as an intervention within organizations.

Abstract

Purpose

The purpose of this paper is to explore the growing science and application of mindfulness as an intervention within organizations.

Design/methodology/approach

This is the first in a pair of papers exploring the science and application of mindfulness in organizations. The first section of the paper provides a brief review of the research into mindfulness and its perceived benefits from a health perspective. In the second section, the author considers the neurobiological mechanisms behind mindfulness meditation, before finally considering the organizational research and the limitations of mindfulness at work research.

Findings

The paper notes that while there has been considerable research into health outcomes, organizational mindfulness research is still developing a comprehensive case for the wide-scale application of mindfulness.

Research limitations/implications

The paper calls for greater research into organizational mindfulness interventions through collaborations between organizations and consultants.

Practical implications

The paper calls for organizations to adopt an evidence-led approach to using mindfulness and evaluate its impact on employees and organizational performance.

Originality/value

The paper provides a starting point for trainers and organizational development professionals to take stock and consider how mindfulness can be employed as a tool for the benefit of organizations.

Details

Industrial and Commercial Training, vol. 51 no. 2
Type: Research Article
ISSN: 0019-7858

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Book part
Publication date: 24 July 2020

Lillian T. Eby, Melissa M. Robertson and David B. Facteau

Interest in employee mindfulness has increased dramatically in recent years, fueled by several important conceptual articles, numerous studies documenting the benefits of…

Abstract

Interest in employee mindfulness has increased dramatically in recent years, fueled by several important conceptual articles, numerous studies documenting the benefits of mindfulness for employee outcomes, and the adoption of mindfulness-based practices in many Fortune 500 organizations. Despite this growing interest, the vast majority of research on employee mindfulness has taken an intrapersonal focus, failing to appreciate the ways in which mindfulness may enhance work-related relational processes and outcomes. The authors explore possible associations between mindfulness and relationally oriented workplace phenomena, drawing from interdisciplinary scholarship examining mindfulness in romantic relationships, child–parent relationships, patient–healthcare provider relationships, and student–teacher relationships. A framework is proposed that links mindfulness to three distinct relationally oriented processes, which are expected to have downstream effects on work-related relational outcomes. The authors then take the proposed framework and discuss possible extensions to a variety of unique workplace relationships and discuss critical next steps in advancing the relational science of mindfulness.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

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