Organizational Mindfulness in Business Schools

Ray, Joshua L.; Baker, LaKami T.; Plowman, Donde Ashmos

doi:10.5465/amle.10.2.zqr188

Cited by 68 publications

(100 citation statements)

References 50 publications

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“…On the other hand, mindfulness is defined as the extent of the attention to detail, the willingness to consider alternatives, and the responsiveness to changes [18]. Ray et al [19] argue that leadership plays an important role to help followers to enhance their mindfulness. Transformational leadership is a leadership style that is beneficial for imprinting organizational mindfulness and influencing mindful organizing [20].…”

Section: The Positive Effect Of Green Transformational Leadership On mentioning

confidence: 99%

Green Transformational Leadership and Green Performance: The Mediation Effects of Green Mindfulness and Green Self-Efficacy

2014

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Abstract:No prior literature explores the influence of green transformational leadership on green performance, thus, this study develops a novel research framework to fill the research gap. This study investigates the influence of green transformational leadership on green performance and discusses the mediation effects of green mindfulness and green self-efficacy by means of structural equation modeling (SEM). The results indicate that green transformational leadership positively influences green mindfulness, green self-efficacy, and green performance. Moreover, this study demonstrates that the positive relationship between green transformational leadership and green performance is partially mediated by the two mediators: green mindfulness and green self-efficacy. It means that green transformational leadership can not only directly affect green performance positively but also indirectly affect it positively through green mindfulness and green self-efficacy. Therefore, firms need to raise their green transformational leadership, green mindfulness, and green self-efficacy to increase their green performance.

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Section: The Positive Effect Of Green Transformational Leadership On mentioning

confidence: 99%

Green Transformational Leadership and Green Performance: The Mediation Effects of Green Mindfulness and Green Self-Efficacy

2014

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“…Supporting this observation, HRO theories have been applied in less risky, 'reliability-seeking' organizations such as a US business school (Ray, Baker, & Plowman, 2011), software firm (Vogus & Welbourne, 2003), and German manufacturer (Gebauer, 2012). The commonality in this research centers on recognition that, regardless of industry, no one can predict when or how the next unexpected challenge will emerge, or where Weick and Sutcliffe (2007, p. 90) note "ugly surprises are most likely to show up".…”

Section: Introductionmentioning

confidence: 99%

Mindfulness in Action: Discovering How U.S. Navy Seals Build Capacity for Mindfulness in High-Reliability Organizations (HROs)

Fraher

Branicki²,

Grint

2017

AMD

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“…The foundations of organizational mindfulness and mindful organizing can be found in individual mindfulness phenomenon (Ray et al, 2011), recently perceived as "paying attention in a particular way: on purpose, in the present moment, and non-judgmentally" (Kabat-Zinn, 1994). In other words, individual mindfulness is understand as "a state of psychological freedom that occurs when attention remains quiet and limber, without attachment to any particular point of view" (Martin, 1997).…”

Section: Organizational Mindfulness and Mindful Organizing: Roots Dementioning

confidence: 99%

“…They emphasize, that OM is not an intra-psychic process like individual mindfulness, and it is not an aggregation of individual mindfulness. It may be perceive as relatively stable and enduring attribute of an organization, that results from organizational structures and practices implemented by top administrators (Ray et al, 2011). Mentioned authors underline three important characteristics of organizational mindfulness: (1) it arise from top-down processes; (2) it is relatively enduring property of an organization (like culture) and (3) it creates the context for thinking and action on the operational (front line) level.…”

Section: Organizational Mindfulness and Mindful Organizing: Roots Dementioning

confidence: 99%

Talent management in the context of mindful organizing and organizational mindfulness

Gajda

2018

JPM

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Purpose: The purpose of this paper is to show the unexplored relationship between mindful organizing, organizational mindfulness and talent management with regard to its outcomes. Methodology: The paper presents an integrative review of the literature available in relation to talent management and organizational mindfulness and provides the development of a theoretical framework based on integration and synthesis of this literature. Findings: The literature review revealed that organizational mindfulness and mindful organizing belong to the factors which may enhance individual level outcomes of talent management, such us: organizational commitment, motivation to work, extra-role behaviour and this, in turn, results in better organization's performance. Practical implications: In order to enhance the individual level outcomes of talent management, the mindfulness needs to operate across all organizational levels. It should be create by top administrators and translate across organizations' levels by middle managers for the front-line employees. Research limitations:This study is based on theoretical analysis and its assumptions should be tested empirically. Originality/value of the paper: Although the authors indicate many factors that may shape talent management process and its outcomes, the potential infl uence of mindful organizing and organizational mindfulness on talent management outcomes has not been analysed so far, meanwhile these phenomena's have a lot in common with managing talented employees. Therefore, it is expected that mindful organizing (directly) and organizational mindfulness (indirectly) may enhance individual level outcomes of talent management.

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Organizational Mindfulness in Business Schools

Cited by 68 publications

References 50 publications

Green Transformational Leadership and Green Performance: The Mediation Effects of Green Mindfulness and Green Self-Efficacy

Green Transformational Leadership and Green Performance: The Mediation Effects of Green Mindfulness and Green Self-Efficacy

Mindfulness in Action: Discovering How U.S. Navy Seals Build Capacity for Mindfulness in High-Reliability Organizations (HROs)

Talent management in the context of mindful organizing and organizational mindfulness

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