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Abstract
Although the concept of mindfulness has attracted scholarly attention across multiple disciplines, research on mindfulness in the field of management remains limited. In particular, little research in this field has examined the nature of mindfulness and whether it relates to task performance in organizational and occupational settings. Filling these gaps, the present article delineates mindfulness by (a) defining it as a state of consciousness in which attention is focused on present-moment phenomena occurring both externally and internally, (b) comparing it to a range of other attention-related concepts, and (c) developing theory concerning the factors that determine when mindfulness is beneficial versus costly from a task performance standpoint.
... Instead, mindful individuals live on the "here and now", attending to what there is, rather than what will be. Even though proactivity and mindfulness represent quite different ways in which people regulate their actions, they both have been found to benefit work behavior (Dane, 2011;Joo & Bennett, 2018;Lebuda et al., 2016), such as task performance (i.e., meeting expectations and requirements of one's work role; Griffin et al., 2007) or creativity (i.e., generating and implementing novel and useful work-related ideas; Miron et al., 2004). ...
... This idea agrees with extensive theorizing around how people achieve job performance in dynamic work contexts (Dane, 2011). Dynamic contexts constantly pose unpredictable challenges to which employees must adjust. ...
... However, these same ideas can be used to argue that mindfulness is not necessarily useful for all jobs and for all employees. If mindfulness is particularly important in dynamic work contexts (Dane, 2011), employees, who do not work in dynamic contexts or do not perceive their contexts as such, do not necessarily benefit from mindfulness. In fact, it has been argued that despite its benefits, mindfulness may have some paradoxical elements. ...
In line with control theory and related self-regulation perspectives as well as the dual pathway to creativity model, proactivity and mindfulness are both expected to enhance employee task performance and creativity. However, whether proactivity and mindfulness strengthen or undermine each other’s effects remains an open question. To address this question, we conducted a cross-sectional (Study 1; N = 255 employees) and a 4-week diary study (Study 2; N = 143 employees), and we adopted a latent profile analysis (LPA) approach with task performance and creativity as focal outcomes. Even though several employee profiles emerged from the datasets, two of them were replicated across both studies namely, the “proactive employees” (reporting high proactivity and low mindfulness) and the “proactive mindful employees” (reporting high proactivity and high mindfulness). Findings of both studies showed that the “proactive mindful employees” report the highest levels of creativity. The analyses of Study 2 furthermore revealed that both profiles display superior task performance compared to other profiles. The findings are discussed in light of the current debate in the literature, and recommendations for future research as well as for individual employees are provided (e.g., formulating mindful goals in a proactive way or proactive goals in a mindful way).
... That may explain why the ZTPI subdimensions are negatively correlated with mindfulness. Mindfulness is defined as a present-focused state of cognition (Dane, 2011), which suggests that mindfulness should be strongly correlated with present focus. Given that research on mindfulness continues to grow, more research in needed to examine these issues, a point to which we will return in our agenda for fu ture research. ...
... In particular, for present focus, research on mindful ness seems very similar in its approach. This research defines mindfulness in terms of present-focused thought (e.g., Brown & Ryan, 2003;Dane, 2011;Kabat-Zinn, 2005), which is exactly the definition of present temporal focus. How exactly are these con structs different? ...
... Mindfulness research does expand the view of present-focused cogni tion to incorporate an open and accepting attitude toward one's thoughts and experi ences (e.g., Brown & Ryan, 2003;Wittmann, Peter, Gutina, Otten, Kohls, & Meissner, 2014). Further, mindfulness requires a wide rather than narrow attentional breadth (Dane, 2011), whereas temporal focus makes no mention of whether present thoughts are broad or specific. Recent work on temporal focus (Seema & Sircova, 2013;Wittmann et al., 2014) has begun to explore the similarities and differences of present focus and mind fulness and more work is needed in this regard. ...
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... Not only is mindfulness in the workplace favorably connected with individual job performance (Dane, 2011), but it also improves team performance (Cleirigh & Greaney, 2015;Shahi et al., 2023). Increasing empathy, communicating more effectively, avoiding confrontation, and maintaining close relationships with people are all ways to cultivate mindfulness in daily life (Reb & Narayanan, 2014). ...
... Roche et al. (2014) conducted an empirical study highlighting mindfulness's beneficial effects on the wellbeing of CEOs and other persons in different managerial roles. Workplace mindfulness positively correlates with both team and individual job performance (Dane, 2011;Cleirigh & Greaney, 2015). Intimate partnership connections were linked to enhanced communication, less conflict, and mindfulness in daily life (Reb & Narayanan, 2014). ...
This study examines the relationship between mindfulness practices and strategic decision-making among ethical leaders in human resource management. A positivist, quantitative method is used to assess the influence of techniques such as mindful breathing, mindful technology usage, 3-minute breathing space, mental gym, and daily journaling on strategic decisions (vision formulation, plan design, and execution). Purposive sampling was used to acquire data from 235 Human Resource managers and assistants using a standardized questionnaire. Correlation coefficients reveal strong beneficial links between mindful activities and strategic choices. Regression research reveals substantial positive connections for mindful breathing, 3-minute breathing space, and daily writing, suggesting that frequent participation corresponds with more favorable strategic decision-making. Notably, no statistically significant connections were identified for mindful technology usage, mental gyms, or apps. This study adds vital insights into the relationship between mindfulness practices, especially mindful breathing, 3-minute breathing space, and daily journaling, and ethical leaders’ ability to make smart and strategic decisions in human resource management. The findings provide a more in-depth view of the function of mindfulness in determining strategic choices, expanding knowledge of ethical leadership dynamics in the corporate setting.
... A state of mindlessness is characterized by rigidness and as being on automatic pilot, relying on existing routines, and operating from a single perspective, resulting in diminished performance (Langer, 1989a(Langer, , 1997. Existing research conceived mindfulness as a state (Brown & Ryan, 2003;Langer, 1989b), as a trait (Dane, 2010;Kohls et al., 2009;Sterberg, 2000), and as a cognitive ability (Sterberg, 2000). ...
... Some people attain a state of mindfulness more easily than do others (Dane, 2010). Therefore, mindfulness has been defined as a static tendency, a personality trait, such as extraversion or neuroticism (Sterberg, 2000). ...
... Imputing mindfulness at the workplace, defined as attributing mindfulness qualities or practices within organizational contexts, has been confirmed as a fruitful Human Resource Management (HRM) intervention directed toward various positive individual outcomes. For example, when the Human Resource (HR) manager of the organisation adopts mindfulness practices, employees enjoy job satisfaction [5], and exhibit higher work engagement [6], outstanding task performance [7], improved well-being [8], remarkable Organisational Citizenship Behaviour (OCB) [9], and better stress management [10]. Nonetheless, limited understanding exists about how mindfulness affects individuals' fit into their organisations or community or how well individuals connect with others despite the propositions made by the researcher [11] regarding the positive effect of mindfulness on workplace relationships. ...
... Our study has emphasized the importance of mindfulness interventions and mindfulness-based practices, such as Mindfulness Meditation (MM), Mindfulness-based Stress Reduction (MBSR), Dialectical Behaviour Therapy (DBT), Mindfulness-based Cognitive Therapy (MBCT), Acceptance and Commitment Therapy (ACT), and Integrative Body Psychotherapy (IBP), in fostering employees' awareness within the organizational context. Studies have previously acknowledged that mindfulness can lead to positive individual outcomes in organisations, including job satisfaction [5] and higher work engagement [6], outstanding task performance [7], improved well-being [8], and also remarkable Organisational Citizenship Behaviour (OCB) [9]. Nevertheless, we are not aware of whether, when, and how mindfulness influences P-O fit, thus the discoveries in the current study have given rise to novel research avenues to review how mindfulness affects societal and organisational dynamics of individual employees and strengthens the interwoven connections among the humans, taking into account the mindfulness theory and job embeddedness theory. ...
Aim
This study aimed to investigate the relationship between mindfulness among employees and their person-organisation fit, incorporating self-compassion theory and job embeddedness theory. Additionally, the study explores the mediating role of community fit and the moderating impact of workplace isolation on this relationship.
Background
In today's organizational landscape, mindfulness practices are prevalent. Despite evidence of positive outcomes for individual employees, the linkage between mindfulness and Person-Organisation fit (P-O fit) remains underexplored. This study addresses this gap, examining the intricate relationships among mindfulness, community fit, isolation, and P-O fit.
Methods
In this study, we have looked at the mediating effect of community fit between mindfulness and person-organisation fit, and the moderating role of isolation among the same using multiple regression and PROCESS macro. The data were collected from 153 Indian employees working in manufacturing industries in various roles.
Results
Findings have revealed a positive association between mindfulness and person-organisation fit. Community fit has been found to emerge as a significant mediator, and the study has identified the moderating effect of workplace isolation on the established connection between mindfulness and P-O fit.
Conclusion
This research study enriches the literature on mindfulness and P-O fit, emphasizing practical implications for human resource practitioners to use mindfulness as an effective HRM intervention, which can foster positive organizational outcomes.
... Mindfulness plays a vital role as a comprehensive skill in second language acquisition (SLA). It refers to an individual's capacity to focus on present-moment events, experiences, and external and internal states (Dane, 2011). Practicing mindfulness cultivates awareness, which is associated with emotional abilities like emotional intelligence-being conscious of one's emotions and empathizing with others (Dane, 2011). ...
... It refers to an individual's capacity to focus on present-moment events, experiences, and external and internal states (Dane, 2011). Practicing mindfulness cultivates awareness, which is associated with emotional abilities like emotional intelligence-being conscious of one's emotions and empathizing with others (Dane, 2011). Additionally, mindfulness influences how individuals perceive their surroundings, including the available resources, affecting their academic competencies. ...
This study investigates the impact of digital portfolio assessment on English as a Foreign Language (EFL) learners' critical thinking, growth mindfulness, and autonomy. Through narratives and interviews, the study explores how digital portfolios influence learners' cognitive processes, mindfulness practices, and self-directed learning behaviors. Drawing on the literature on Computer-Assisted Language Learning (CALL), portfolio assessment, critical thinking, growth mindfulness, and autonomy, the study examines the potential of digital portfolios as a pedagogical tool for enhancing language learning outcomes. The findings revealed that digital portfolio assessment facilitates the development of critical thinking skills by promoting analytical thinking, problem-solving abilities, and higher-order 605 thinking skills among EFL learners. Additionally, digital portfolios fostered growth mindfulness by increasing learners' self-awareness, attention, and intentionality in their language learning experiences. Moreover, digital portfolio assessment empowered learners by promoting self-direction, goal-setting, and self-monitoring skills, enabling them to take ownership of their learning journey. The study concludes by discussing the implications of these findings for language teachers, syllabus designers, materials developers, and policymakers, highlighting the potential of digital portfolio assessment to create inclusive, engaging, and learner-centered language learning environments in EFL education.
... Glomb et al. (2011) define mindfulness as a state of consciousness characterised by effortless attention and awareness of present events and experiences without judgment or evaluation. While most definitions of mindfulness focus on a state of consciousness, it is also possible to view mindfulness as a personality trait (Dane, 2011). State mindfulness refers to an individual's awareness and attention to stimuli in the present moment. ...
... This helps to reduce stress levels and maintain a healthy psychological state while working. Numerous studies also confirm that mindfulness enhances an individual's capacity to tolerate unpleasant emotions and assists in self-regulation (Aikens et al., 2014;Dane, 2011). Therefore, mindfulness can enhance volunteers' adaptability when facing new tasks and contribute to a sense of job fit. ...
... Not only is mindfulness in the workplace positively connected with specific work output (Dane, 2011), but it also improves team performance (Cleirigh & Greaney, 2015;Shahi et al., 2023). Increasing empathy, communicating more effectively, avoiding confrontation, and maintaining close relationships with people are all ways to cultivate mindfulness in daily life (Reb & Narayanan, 2014). ...
... Previously, Roche et al. (2014) showed mindfulness's beneficial effects on the well-being of CEOs and other persons in different managerial roles. Workplace mindfulness positively correlates with both team and individual job performance (Dane, 2011;Cleirigh & Greaney, 2015). These findings supported results that might lead to strategic decisions in the organization. ...
Psychologically strong human resources are essential for winning competitive advantages. This study examined the relationship between mindfulness practices and strategic decision-making among ethical leaders in human resource management. A positivist, quantitative method is used to assess the influence of techniques such as mindful breathing, mindful technology usage, 3-minute breathing space, mental gym, and daily journaling on strategic decisions (vision formulation, plan design, and execution). Purposive sampling was used to acquire data from 235 Human Resource managers and assistants using a standardized questionnaire. Correlation coefficients reveal strong beneficial links between mindful
activities and strategic choices. Regression analysis shows a significant influence of mindful breathing, 3-minute breathing space, and daily writing, suggesting that frequent participation corresponds with more influence on strategic decision-making. Also, there is no significant influence of mindful technology usage, mental gyms, or apps on strategic decisions. This study adds important knowledge to the relationship between mindfulness practices, especially mindful breathing, 3-minute breathing space, and daily journaling, and ethical leaders' ability to make smart and strategic decisions in human resource management. This study suggests that organizations can use techno-supported tools in the workplace to implement mindfulness practices; also, in culture management, organizations should promote mental gym activities.
... Khái niệm chánh niệm, sự tỉnh thức (mindfulness) được Ellen J. Langer đề xuất trên phạm vi cá nhân [9], định nghĩa là quá trình nhận thức với sự tỉnh táo và nhận thức linh hoạt. Theo đó, một người có chánh niệm hay tỉnh thức sẽ phản ứng với các sự kiện trong môi trường xung quanh, chủ động đặt câu hỏi về các phân loại và giải thích hiện có, và tạo ra những phân loại và giải thích mới, qua đó làm gia tăng sự tham gia và tỉnh thức [10]. Phần lớn các nghiên cứu đã xem xét trạng thái chánh niệm như một đặc điểm ổn định theo thời gian. ...
... Nhưng Brown và Ryan lập luận rằng chánh niệm không chỉ là một đặc điểm mà còn khẳng định rằng trạng thái chánh niệm có thể được nghiên cứu [9]. Tại nơi làm việc, trạng thái chánh niệm là sự chú ý đến những gì đang diễn ra trong hiện tại và nhận thức về trạng thái nội tâm cũng như phản ứng của chúng ta đối với các sự kiện xung quanh [10]. Tuy nhiên, cũng có những trạng thái chánh niệm khác nhau đối với cùng một cá nhân, điều này trong dài hạn có thể ảnh hưởng đến đặc điểm chánh niệm [11]. ...
Nghiên cứu này tập trung khảo sát vai trò trung gian của trạng thái chánh niệm trong mối quan hệ giữa hành vi gây áp lực tại nơi làm việc (hay còn gọi là bắt nạt nơi công sở) và sự mệt mỏi về mặt cảm xúc của nhân viên. Dựa trên lý thuyết bảo tồn nguồn lực, nghiên cứu đề xuất mô hình trong đó hành vi gây áp lực tác động tiêu cực đến trạng thái chánh niệm, làm suy giảm nguồn lực tinh thần của nhân viên. Thông qua khảo sát 300 nhân viên tại các doanh nghiệp trên địa bàn TP.HCM và phân tích bằng phần mềm PLS-SEM 4.0, kết quả nghiên cứu cho thấy trạng thái chánh niệm đóng vai trò trung gian quan trọng và hành vi gây áp lực tại công sở đã làm tăng đáng kể sự mệt mỏi về mặt cảm xúc đồng thời làm suy giảm trạng thái chánh niệm của nhân viên. Vì vậy, để nâng cao sức khỏe tinh thần và hiệu suất công việc của nhân viên, việc đạt trạng thái chánh niệm và sử dụng các biện pháp ngăn chặn hành vi gây áp lực tại nơi công sở trở thành vấn đề cấp thiết của mỗi đơn vị. ® 2024 Journal of Science and Technology - NTTU
... On the same note, empirical studies also illuminate that social support improves the mindfulness level of people (Reb et al., 2015;Wilson et al., 2022). In contrast, mindfulness permits individuals to focus on their internal experiences and external events in a non-judgmental manner (Dane, 2011); thereby, allowing them to not only eradicate the interference of adverse emotions but also optimistically participate in their work. In addition, individuals with high mindfulness have access to a higher amount of internal psychological resources such as high attention, work focus, and objective evaluation which help improve individual job engagement (Liu et al., 2020). ...
Aim
This paper aims to investigate the relationship between social support and rural teachers’ work engagement while exploring the mediating effect of mindfulness in teaching and the moderating effect of psychological safety.
Methods
A sample of 866 rural teachers was recruited, in order to complete the Mindfulness in Teaching Scale, Social Support Rating Scale, Psychological Safety Scale, and Utrecht Work Engagement Scale.
Results
The study findings indicate that: (1) social support positively influenced the work engagement of rural teachers; (2) further, mindfulness in teaching partially mediated the effect of social support on rural teachers’ work engagement; (3) psychological safety moderated the second half of the pathway of “social support → mindfulness in teaching → work engagement” while the positive correlation between mindfulness in teaching and work engagement was stronger among rural teachers with high psychological safety.
Conclusion
Social support documented a strong correlation with work engagement while mindfulness in teaching mediated the pathway between the aforementioned variables. Furthermore, psychological safety moderated the second half of the mediated pathway (the link from mindfulness in teaching to work engagement). Hence, the study outcomes reveal the influential mechanism of social support on the work engagement of rural teachers. This finding suggests that we need to further improve the social support system and its effect mechanism in order to improve the rural teachers’ work engagement. At the same time, it is also very important to create a good psychological working environment to ensure that they maintain a good level of mindfulness in teaching.
... These data demonstrate MBIs' potential to improve management performance. However, despite promising findings, it is not ignored that the effectiveness of mindfulness interventions may vary with factors such as length of practice, differences in individuals, and organizational context (Dane, 2011). ...
This study explores the mindfulness intervention's impact on managerial focus, emotional regulation, decision-making, and long-term performance among entrepreneurs in Punjab, Pakistan. The study has adopted a quantitative approach that makes use of a sample of 300 entrepreneurs from key business cities to explore the effects of mindfulness practice on decision-making in high-pressure environments. Structured questionnaires were employed for gathering the data, taking measurements for focus, emotional regulation, cognitive biases, and performance of the business, in relation to the pre-intervention as well as post-intervention cases. Statistical tests involved were correlation analysis, regression analysis, and ANOVA for testing hypotheses. According to the findings, the mindfulness interventions enhance significantly managers' focus, emotional regulation, and decision-making capability. In addition, it has been linked that the practices of mindfulness enhance sustainable growth in long-term managerial performance and well-being. This study explores how mindfulness may improve entrepreneurial effectiveness and contribute to better decision-making and leadership in business environments characterized by high levels of stress.
... For generations, wise people from all cultures have extolled the virtues of mindfulness, a mental state that involves concentrating attention on what is happening in the here and now (Brown & Ryan, 2003) (Dane, 2011). Deliberately attending to the experience of the present moment in a nonjudgmental manner is defined as mindfulness (Kabat-Zinn, 2013). ...
Effective leadership is a critical distinctive feature for success in today's growing and continuously developing business panorama. Becoming mindful is one effective tool that leaders can use. Mindfulness meditation is one of the leadership practices that improve a leader's overall effectiveness by helping them focus, make wise decisions, and manage stress. Purpose- This research paper provides conceptual understanding of mindfulness and its relationship to leadership effectiveness. Methodology- A questionnaire survey was administered using convenience sampling and snowball sampling. The population for the study comprised of organizational managers at the top and middle levels including heads of various departments, Manager, Database Administrator, Team leaders, Consultant, HR Professionals, etc. of IT Companies. For analysis of data several methods such as descriptive statistics, correlation analysis, and regression were conducted by using IBM SPSS version 27. Findings- The results show that the association between mindfulness and leadership effectiveness was positive and significant. This empirical evidence offers a strong foundation for organizations to consider incorporating mindfulness practices to improve leadership effectiveness.Discussion- Leadership effectiveness is having positive correlation with mindfulness and by conducting regression analysis it is found that leadership effectiveness is being impacted by having more than 20% variation by mindfulness. So, it is advised for IT companies to bring mindfulness practices in their daily routine for their employees to improve leadership effectiveness, employer-employee relationship, and increased organizational performance. Originality- The association between two variables i.e. mindfulness and leadership effectiveness are the key subjects of this study, which adds to the growing literature of research on mindfulness in leadership. The uniqueness of this study is that middle- and top-level managers are the intended respondents and deepens our understanding of how mindfulness can improve focus, attention, and decision-making at all levels of the hierarchy.
... From a Western perspective that emphasizes psycho-cognitive aspects (Weick & Sutcliffe, 2006), mindfulness is defined as the capacity to detect signals, interpret their cues, and devise appropriate responses. It pertains to the quality of attention, particularly the ability to maintain simultaneously both its stability and vividness over time (Dane, 2011;Ocasio, 2011;Weick & Sutcliffe, 2006). Stable and vivid attention facilitates the sensing of weak signals, their interpretation, and the crafting of customized responses (Hardy et al., 2020;Weick & Sutcliffe, 2007). ...
... Mindfulness describes the ability to focus on the current moment, to shift attention to new stimuli, and process stimuli without reactivity or judgment (Dane, 2011). The meta-analysis by Mesmer-Magnus et al. (2017) indicates that a dispositional consideration of mindfulness (trait mindfulness) is positively associated with self-confidence, emotion regulation, and job performance and negatively associated with perceived stress and anxiety. ...
Close Quarters Battle (CQB) is an operational approach in confined spaces gaining increasing significance in urban combat missions. Due to its high psychophysiological demands, the CQB ability is an essential selection criterion for special forces. Until now, there has been no research on predictors of CQB capability. This study examined the influence of the Big Five personality traits, self-esteem, resilience, attentional ability, 2D:4D digit ratio, and mindfulness on the CQB performance. The German sample comprised a total of n = 45 individuals (n = 29police special forces; n = 16 unspecialized soldiers) who conducted psychometrics and a CQB test consisting of three scenarios. In these scenarios, two independent experts evaluated tactical behavior, weapon handling, gaze behavior, response time, and failures using a standardized behavioral observation instrument based on video recordings (external cameras and mobile eye-tracking). The results revealed that only extraversion predicted the CQB performance (β = -.40, p = .035). However, the mean 2D:4D ratio was strongly associated with gaze behavior (r = .45, p = .007), tactical behavior (r = .41, p = .019), and attentional ability (p = .57, p < .001). Surprisingly, the findings indicate that CQB, as a high-risk and analytical task, is better performed by introverted personnel.
... Consequently, entrepreneurial mindfulness practices help startup CEOs capture diverse opportunities for decision-making in rapidly changing environments that are full of uncertainty [82,83], thus helping startups gain sustainable benefits. Mindfulness also helps entrepreneurs adopt an unbiased mindset in market analyses, which leads to a higher awareness for such entrepreneurs during highly precise evaluations and screening to generate appropriate product concepts [84,85]. ...
Fuzzy front-end is the research frontier of manufacturing industry. This study investigates the relationship between market-oriented FFE activities and manufacturing startup growth performance by adopting an open innovative ancient Chinese Taoism Yin-Yang approach under this post-pandemic circumstance. This study also examines the moderating behavioral effect of Chinese Zen-originated CEO mindfulness between market-oriented FFE activities and manufacturing startup growth performance. Data for this study were gathered from 343 Chinese manufacturing startups’ CEOs across different manufacturing industries, including both high-tech and conventional manufacturing industries. The collected data were analyzed by using structural equation modeling and Bootstrap method. The quantitative analysis results show that most market-oriented FFE activities have positive effects on manufacturing startup growth performance and the Chinese Zen-originated CEO mindfulness positively moderates the relationship between most FFE activities and startup growth performance.
... Self-empathy is a vigorous and imperative indicator of mental wellbeing that might be a vital part of mindfulness based mediations for uneasiness and discouragement. (Dane, 2011). ...
The present study aims to examine the tie-up alliance in Mindfulness, Quality of Life, and Workplace Stress among Working Women. This study employed correlational research design. The study sample consisted of 180 working women with an age range of 18-60. Data was collected from Public and Private Organizations (Hospitals, Universities, Colleges and Schools). Purposive sampling technique was used to collect data from participants. Questionnaires were used to measure Mindfulness, Quality of Life, and Workplace Stress. Pearson product-moment correlation has assessed the correlation between variables, hierarchical multiple regression analysis used for prediction and for comparisons one-way ANOVA was used. Mediation analysis were done by using process macro techniques by Hayes. Obtained results showed that there is significant positive correlation between quality of life, mindfulness and workplace stress. Mindfulness mediated the relation of quality of life and workplace stress. Government school teacher experience more quality of life as compared to others. While government university professor experience more mindfulness. This research will serve the purpose of knowing the underlying mechanism of workplace stress experienced by women working in organizations and how it can be controlled.
... Mindfulness: Managers understanding of Mindfulness is assessed using 10 items (Marshall, 2012;Dane, 2011), which include questions on all aspects of mindfulness concerning job demands, clients' needs and FD. ...
Purpose
The study aims to investigate the impact of job demands-client-front demands (JDCF) and job demands-office-front demands (JDOF) and family demands (FD) on the perceived competency of work from home (PCWFH) and emotional exhaustion (EE) of remote workers. The study also investigates the impact of mindfulness as a moderator.
Design/methodology/approach
To study the variables, a quantitative survey of 675 remote workers and an interview of 30 remote workers was conducted. The data analysis showed that JDCF, JDOF and FD significantly and negatively affect PCWFH. PCWFH also had a negative impact on EE, supporting the detrimental effect of poor perceived competence on increasing EEs.
Findings
The finding emphasises the value of a supportive work environment and mindfulness training sessions in dealing with the difficulties of remote work. The study concluded that respondents with mindfulness training better manage their emotions to produce better work results.
Practical implications
Managers should include mindfulness practice in their daily routine to enhance their performance and manage EE in remote work.
Originality/value
In augmenting mindfulness literature, this study provides insight into how managers can leverage on mindfulness practice to improve performance.
... The mindfulness function: The role of mindfulness as a connecting link between the intuitive and analytic systems has been reported in the literature (Herndon, 2008;Dane, 2011;Dörfler & Ackermann, 2012). Mindfulness in this context is defined as a state of consciousness in which attention, both internally and externally, is focused on present-moment activities (Weick & Sutcliffe, 2001). ...
Whilst it is often claimed that experienced crisis responders are likely to adopt the intuitive and analytical thinking styles when solving complex problems in time-pressured crisis situations, scholarly efforts to explicate the nature of interactions between the intuitive and analytical modes remain sparse. To bridge this gap, we review four duality-based cognitive models and draw evidence from the Hudson River case study to better understand the patterns of the interplay between the intuitive and analytical information processing modes in time-pressured crisis situations. We found support for the dual-process theory, and note that although intuition is frequently deployed as the default cognitive mode in crisis situations, experienced crisis responders can exploit some features of the analytical mode to validate their intuitive tendencies when required. Based on evidence from the Hud-son River case study, a range of intuitive-analytic tension points that largely explain the nature of interactions within the duality framework are identified. The paper concludes by discussing the implications of the dual-process information modes for crisis decision-making.
... ;Brown et al. (2007); Langer (2009); Hede (2010);Weick and Sutcliffe (2006);Hales and Chakravorty (2016);Coo and Salanova (2018);Dane (2011);Giluk (2009);(Barnes et al., 2007;Dekeyser et al. (2008);Davis and Hayes (2011)Effectiveness in interpersonal relationships, aspects of organisational performance, well-being and intrinsic motivation; engagement, self-determination, confidence, flexibility/adaptability, organisational productivity, resilience, health and well-being, creativity, level of attention and subjective well-being, behavioural automaticityBeach et al. (2013); Verdorfer (2016); Dane and Brummel (2014); Reb et al. (2019); Eberth and Sedlmeier (2012); Reb and Atkins (2015); Kroon et al. (2017); Malinowski and Lim (2015); Glomb et al. (2011); Barnes et al. (2007); Dekeyser et al. (2008); Davis and Hayes (2011); Wolever et al. (2018); King and Haar (2017); Sutcliffe et al. (2016); Vogus and Sutcliffe (2012); Lange et al. (2018); Zivnuska et al. (2016); Glomb et al. (2011); Johnstone and Wilson-Prangley (2021); Grossman (2019); Keng et al. More effective behaviours; optimising the quality of action, promoting transformational leadership, sustained development of leadership skills -associated with leader flexibility; facilitator of team mindfulness; reduction of team relational stress Good et al. (2016); Reb et al. (2019); Konte and Xiaohui (2021); Lange et al., (2018); Baron et al. (2018); Hyland et al. ...
Purpose: The study of mindfulness is still shown to be of interest in different aspects of organizations and/or businesses. Therefore, this study aims to present an integrative, multi-level model of mindfulness based on a holistic approach that can contribute to better governance practices and lead to competitive advantages.
Design/methodology/approach: To fulfil this aim, an extensive integrative review of the literature, from the main articles about this topic, was made.
Findings: This study shows that the concept of mindfulness, a conscious presence or full attention and its relation with organisations or firms’ personal, behavioural and social characteristics, in the current context of great adversity, uncertainty and unpredictability, is of interest at the individual, organisational and social level.
Practical implications: This conceptual study has important implications for both practice and theory. It demonstrates that mindfulness significantly impacts the manager/business person’s ecosystem at the individual, organizational and social levels, particularly in relation to sustainable development goals (SDGs).
Originality/value: This study introduces a comprehensive theoretical model that explains this relationship and organizes information from a multi-level perspective. This approach can contribute to the advancement of theory by clarifying and discussing the role of mindfulness at the individual, organizational, and societal levels. It also identifies opportunities and outlines future research directions, aiming to promote more sustainable development.
... Kabat-Zinn (2000) described this phenomenon as being "here and now" to prevent the mind from wandering. Several researchers suggest that an increased level of "attention" ability due to "awareness" may support "present concentration" (Brown & Ryan, 2003;Dane, 2011). According to Brown and Ryan (2003) embracing the present moment is a crucial aspect of mindfulness. ...
This study examines the impact of mindfulness dimensions on work engagement among white-collar employees during the new normal in Malaysia. Employees today feel disengaged from their company in an environment where productivity and performance are critical. Research has indicated that elevated mindfulness levels have positive effects on the workplace and are a strong indicator of employee engagement. Previous studies have not thoroughly examined the impact of various facets of mindfulness on employee work engagement following the pandemic. This study investigated the impact of the four dimensions of mindfulness on employee engagement. This study was based on positivist philosophy and a deductive approach. Data for this quantitative study came from 227 employees in Malaysia's private sector who were employed in white-collar jobs. We gathered the primary data using a survey strategy and a self-administered questionnaire. The study's findings demonstrate a positive and significant relationship between work engagement and the four dimensions of mindfulness. More specifically, work engagement was most impacted by the mindfulness acceptance dimension, followed by the mindfulness awareness dimension. The study provided implications for both employers and employees regarding organizational programs aimed at enhancing mindfulness and work engagement, particularly in light of emerging work trends like remote work culture. This study expanded on the understanding of mindfulness at work for future researchers by looking at how mindfulness affects work engagement for white-collar workers and provided fresh insights, such as the greatest influence of the mindfulness-acceptance dimension.
... Recent times have witnessed mindfulness gaining traction in management studies to maximise the human potential within organisations (Dane, 2011). The practice of mindfulness in schools is a significant area of focus, which can improve our understanding of effective school organisations. ...
Purpose
This paper aims to investigate the influence of school principals’ effective communication and teachers’ trust in principals on schools’ organisational mindfulness from the perspective of public school teachers in Kuwait.
Design/methodology/approach
The study used a cross-sectional research design. A quantitative survey questionnaire was electronically sent to public school teachers in Kuwait. The final sample size consisted of 641 teachers.
Findings
The teachers exhibited a moderate level of school principal effective communication and organisational mindfulness, in addition to higher levels of school principal trust. Multiple regression analysis results revealed that schools’ organisational mindfulness was significantly related to the teacher’s trust in school principals’ and their effective communication.
Research limitations/implications
This study used quantitative data from a survey of public school teachers in Kuwait in a given period.
Practical implications
The findings indicate that the school principal’s communication and teachers’ trust in the principal are critical for creating a mindful and high-quality school culture. Thus, policymakers should empower principals to prioritise mindfulness in creating a positive and supportive school environment.
Originality/value
The study contributes to the understanding of the influence of leadership aspects on organisational mindfulness in schools. To the best of the author’s knowledge, this is the first study to investigate the impact of school principals’ practices on the quality of school organisations in Kuwait’s centralised educational system. This will pave the way for further research in the field.
... Good et al. (2016) also emphasize improvements in stability, control, and efficiency of attention as the linkage between mindfulness and various other improvements in cognitive, emotional, and behavioral domains of functioning. Dane (2011) argues that broad attentional breadth held in the present moment is the key characteristic of mindfulness that influences task performance. In such a broad attentional state, employees are able to focus with due attention to the current task, but without losing their situational awareness (van Gordon et al., 2014). ...
Introduction
Building upon the conservation of resources theory and the episodic process model of performance, this research addresses the gap in understanding how daily variations in two personal resources, particularly their interaction, affect job performance. Specifically, this study examines the influence of vigor and mindfulness on daily fluctuations in task performance considering the potential compensation effect between these personal resources in the workplace.
Methods
We conducted a five-day online diary study involving 192 participants (926 daily observations). At the conclusion of each workday, participants were asked to assess their level of mindfulness and vigor in the workplace using validated scales, as well as estimate their task performance.
Results
Multilevel analyses showed that both daily mindfulness and daily vigor positively predict self-reported task performance. The interaction between mindfulness and vigor was significant. The results suggest that high levels of mindfulness can compensate for low levels of vigor, and vice versa.
Discussion
Exploring the interplay of personal resources at work provides a valuable starting point for individual-tailored interventions that enable individuals to reach their full potential. Enhancing employees’ mindfulness may increase job performance directly and empowers workers to compensate for periods of low energy.
... Mindfulness is described as "a unique state of consciousness" (Dane, 2011) and conceptualized as "the awareness that emerges through paying attention on purpose, in the present moment, and nonjudgmentally to the unfolding of experience moment to moment" (Kabat-Zinn, 2003, p. 145). This study is focused on trait mindfulness, which is defined as an individual's inherent ability to maintain awareness of presentmoment experiences while remaining open and judgment-free (Brown & Ryan, 2003). ...
... The first is being in the now, at the present moment (Shankland et al. 2021). Second, mindfulness includes awareness of the internal and external environment (Brown and Ryan 2003;Dane 2011;Glomb et al. 2011). Third, mindfulness involves non-judgmental awareness of circumstances (Brown et al. 2007). ...
This article investigates the currently limited multidisciplinary research front in emerging areas of mindfulness practice, employee well-being, and engagement. This evidence-based study aims to explore multifaceted mechanisms on how an organizational mindfulness development may affect well-being and engagement at multiple levels. This study employed a qualitative case study research design using Nvivo 12 software for a data analysis. The job demand–resource (JD-R) model was adopted as a theoretical framework. In-depth interview data were collected from diverse multi-stakeholders, including management and employees, in a Thai manufacturing company. Our findings uncover that the organizational mindfulness program can improve employee’s psychological capital, emotional intelligence, and perceived resources, and alleviate perceived demands. The result implies the importance of the mindfulness practice since it can support well-being and engagement at multiple levels, specifically from individual work and a collective team of colleagues, and toward enhanced organizational performance. Our proposed emergent model also advances the JD-R theoretical framework, by adding mindfulness and emotional intelligence as essential components to enhance engagements at three levels (i.e., work, team, and organizational engagement). Overall, the result critically provides the theoretical development and insightful managerial implications for professional and organizational development.
... Traditionally, human decision-making has been conceptualised as a multifaceted interplay of cognitive and emotional factors influenced by attitudes, values and personal characteristics (Lecourt and Pauchant, 2011;Astor et al., 2013). This complexity poses significant challenges for senior leaders operating in timepressured, dynamic and uncertain environments (Dane, 2011). Notably, while research suggests the mind prioritises positive emotional stimuli over negative (Ho et al., 2017), our nervous system cannot sustain this state indefinitely. ...
Purpose
The purpose of this study is to explore the intersection of mindfulness practices and ethical decision-making within organisational leadership. Drawing from ancient Buddhist principles and contemporary neuroscience, this study aims to illuminate how mindfulness can enhance cognitive and emotional regulation, thereby fostering ethical behaviour and improved decision-making among leaders and employees. By examining the theoretical and practical implications of mindfulness in the context of organisational behaviour, this research seeks to contribute to the development of more compassionate, ethical and effective leadership practices, ultimately promoting a more mindful and sustainable business environment.
Design/methodology/approach
This concept paper explores the integration of mindfulness meditation practices with decision-making, particularly its influence on ethical choices, through a comparative study of modern techniques and the ancient teachings of the Tripitaka. Using a methodology that spans literature review in organisational behaviour and leadership, alongside in-depth analysis of the Tripitaka and contributions from scholars like Bhikkhu Bodhi, the paper examines the potential of mindfulness in enhancing ethical decision-making. It incorporates a range of sources, including peer-reviewed journals and seminal books across various disciplines, to underscore the transformative potential of mindfulness in addressing contemporary challenges and guiding leadership practices.
Findings
This discussion explores how mindfulness, rooted in ancient Buddhist philosophy and aligned with modern neuroscience, can significantly enhance managerial decision-making by fostering a balance between cognitive and emotional factors. It delves into the transformative potential of mindfulness in refining thought processes, promoting ethical decision-making and mitigating cognitive biases. By bridging traditional wisdom with contemporary scientific insights, the analysis underscores mindfulness as an active, dynamic process crucial for personal growth and effective leadership in complex environments.
Research limitations/implications
One limitation of this research is its reliance on theoretical frameworks and literature reviews, which may not capture the full range of practical challenges in implementing mindfulness practices within organisations. Additionally, the diversity in mindfulness methodologies and the subjective nature of mindfulness experiences may affect the generalisability of the findings. Future research should include empirical studies to validate the proposed benefits of mindfulness in organisational settings and explore the most effective strategies for integrating mindfulness practices into leadership and decision-making processes. This would help in understanding how mindfulness can be tailored to suit different organisational cultures and individual preferences.
Practical implications
The practical implications of applying mindfulness in organisational settings include enhanced decision-making abilities, improved leadership effectiveness and increased employee well-being. Mindfulness training can equip leaders and employees with the skills to manage stress, navigate complex ethical decisions and maintain focus amidst distractions, leading to more thoughtful and responsible business practices. Organisations might see a reduction in conflict, enhanced creativity and better teamwork, contributing to a more harmonious and productive workplace. Implementing mindfulness programmes could also support talent retention and attraction by promoting a workplace culture that values mental health and ethical behaviour.
Social implications
The social implications of integrating mindfulness into organisational decision-making and leadership, as suggested by the document, include promoting ethical behaviour, enhancing emotional regulation and improving team dynamics. Mindfulness practices can lead to more informed and conscious decision-making, reducing cognitive biases and fostering a culture of ethical awareness within organisations. This shift towards mindful leadership could potentially transform organisational cultures, encouraging greater compassion, ethical responsibility and collective well-being, thereby contributing positively to broader societal values and norms.
Originality/value
The originality and value of this research lie in its novel integration of mindfulness concepts derived from ancient Buddhist teachings with contemporary neuroscience and organisational behaviour studies. By exploring the deep-rooted philosophical underpinnings of mindfulness and their applicability to modern ethical decision-making and leadership practices, this work offers a unique perspective that bridges historical wisdom with current scientific understanding. It provides a comprehensive framework for understanding the transformative potential of mindfulness in organisational settings, highlighting its capacity to foster ethical leadership, enhance decision-making processes and contribute to a more mindful, compassionate and sustainable business environment.
... It has been argued there is a barrier of metacognitive awareness in the ability to report or describe intuitive processes (Klaczynski et al., 1997), and individuals might not have introspective access to specific cognitions or forms of thinking that are suitable to introspection (Nisbett & Wilson, 1977). However, despite the fact that intuitive processes themselves might remain unconscious, their products, such as intuitions or gut feelings, might nonetheless be attended to consciously (Dane, 2010). The lay conceptions reported in this research refer, hence, to products of such processing. ...
Using a prototype approach, we assessed people's lay conceptions of intuition and analysis. Open-ended descriptions of intuition and analysis were generated by participants (Study 1) and resulting exemplars were sorted into features subsequently rated in centrality by independent participants (Study 2). Feature centrality was validated by showing that participants were quicker and more accurate in classifying central (as compared to peripheral) features (Study 3). Centrality ratings suggested a single-factor structure describing analysis but revealed that participants held lay conceptions of intuition as involving two different types of processes: (1) as an automatic, affective, and non-logical processing, and (2) as a holistic processing that can assist in problem-solving. Additional analyses showed that the centrality ratings of intuition's facets were predicted by participants' self-reported intuitive style, suggesting intuition is differently perceived by intuitive and non-intuitive people. We discuss the implications of these results for the study of intuition and analysis.
... Mindfulness emphasizes the maintenance of an individual's awareness and attention to the present moment, which can be a transient and fallible state (O'Doherty et al., 2015). In a mindful state, individuals can consciously focus on their current experiences and events with a high level of self-awareness and concentration (Cahn & Polich, 2006), remaining vigilant and actively sensitive to their body's internal and external environment (Dane, 2011). In the context of safety, research has shown that mindfulness is associated with safety performance (Zhang & Wu, 2014), violation (Liang, Shi, Yang, & Liu, 2022), and casualty involvement (Ji, Yang, Li, Xu, & He, 2018). ...
Social scientists and practitioners alike, so far, assume that leader mindfulness is inherently beneficial while paying limited attention to its potential drawbacks. Drawing upon social information processing theory, we contend that leader mindfulness is a mixed blessing as it relates to follower creativity. Using two multi‐wave, multi‐source field studies, our findings indicate a negative relationship between leader mindfulness and leader–follower dyadic affective conflict, which in turn increases follower creativity. However, leader mindfulness has a negative relationship with leader–follower dyadic cognitive conflict, resulting in decreased follower creativity. Further, perceived leaders' organizational embodiment strengthens the positive indirect effect of leader mindfulness on follower creativity through leader–follower dyadic affective conflict, whereasperceived leaders' organizational embodiment does not moderate the indirect effect through leader–follower dyadic cognitive conflict. Theoretical and practical insights regarding leader mindfulness and follower creativity are discussed.
Purpose
In the current uncertain working environment, how and when employees adapt their performance is an essential issue. Based on the integrative model of uncertainty tolerance, this study aims to investigate the relationship between uncertainty and adaptive performance by testing the mediating role of negative affect and mindfulness as a moderator.
Design/methodology/approach
To test the model, 159 participants took part in a diary study during 10 working days ( n = 159 x 10 = 1,590).
Findings
The multilevel results showed that negative affect mediated the within-person effect of uncertainty on adaptive performance. Further, mindfulness moderated the relationship between uncertainty and adaptive performance in such a way that it became stronger for individuals who scored lower on mindfulness (versus higher mindfulness).
Research limitations/implications
Understanding what may sustain and amplify responses to uncertain working conditions may help managers to design interventions that may support their employees’ responses to effectively cope with them.
Originality/value
This study shed light on the relevance of both negative affect and mindfulness on the relationship between uncertainty and adaptive performance. In addition, the findings expand the theoretical knowledge of the mechanism underlying the relationship between uncertainty and adaptive performance, and the condition that may strengths this relationship.
Purpose – Based on conservation of resources theory, this study aims to understand how employees’ level of mindfulness serves as a boundary condition capable of negatively conditioning the process through which empowering leadership affects employees’ proactivity and extra-role service (ERS) behaviors.
Design/methodology/approach – A total of 361 Spanish frontline employees in the hospitality sector collaborated in this research. We tested our hypotheses using a bootstrapping method to perform a regression study employing the PROCESS macro developed for Statistical Package for Social Sciences (SPSS).
Findings – As expected, our results confirmed the direct and indirect positive effects between empowering leadership and ERS. However, these effects nearly disappeared when employees exhibited high levels of mindfulness.
Originality/value – Worker ERS behavior is a key way for hotels to distinguish themselves from competitors. Paradoxically, ERS is discretionary and not part of the employee’s formal duties. Although mindfulness is often promoted to enhance organizational functioning, our study highlights its drawbacks in hospitality. Hotel work requires proactive decision-making, and we found that mindfulness curbs this, thereby impeding ERS. This study suggests that mindfulness may act as an anchor in a service work environment.
The capacity for self-regulation is crucial for older workers to maintain adaptability and well-being under aging-related challenges. Building on recent research suggesting that practices of self-regulation can enhance self-regulatory capacity, our study employs self-regulation theory to investigate how two distinct self-regulatory practices—job crafting (JC) and leisure crafting (LC)—support older workers in enhancing their work well-being through the lens of self-regulatory capacity, specifically mindfulness. Within this theoretical framework, we further explore the combined effects of JC and LC on adaptation to the aging process. A three-wave time-lagged survey was conducted among 227 older Chinese workers from science and technology enterprises. The results from latent structural equation modeling indicate that mindfulness at work mediates the relationship between crafting practices (both JC and LC) and work well-being. Moreover, JC and LC exhibit a compensatory relationship in facilitating mindfulness at work, which in turn promotes the work well-being of older workers. These findings offer a novel perspective grounded in self-regulation theory, highlighting how JC and LC contribute to successful aging by strengthening mindfulness capacity.
Workplace incivility in the hospitality sector is a pervasive issue with significant implications for employee well-being and organizational dynamics. This systematic literature review (SLR) aims to comprehensively examine the phenomenon of workplace incivility within the hospitality industry, focusing on its antecedents, consequences, mediators, and moderators. Through meticulous data gathering, organization, and evaluation, a total of 99 relevant articles were identified and analyzed. This review revealed that customer incivility, exacerbated by the COVID-19 pandemic, poses substantial challenges for frontline workers, leading to heightened stress levels and exacerbating existing strains. Moreover, employee-to-employee and supervisor-to-employee incivility perpetuate a cycle of hostility within service environments. While previous research has explored the impact of incivility on employee burnout and turnover, there is still a lack of research on the root reasons for rude behavior by service personnel. Additionally, the review highlights the potential of mindfulness practices in reducing the negative consequences of workplace incivility and promoting employee well-being, job satisfaction, and proactive service performance. By synthesizing existing research and identifying knowledge gaps, this SLR provides valuable insights for future research endeavors and offers pragmatic solutions for hospitality managers grappling with the challenges posed by workplace incivility.
Mindfulness is increasingly recognized as an effective strategy for managing chronic illnesses and improving mental well-being in cancer patients. This study sought to adapt and validate a Persian version of Relaxation, Meditation, and Mindfulness Experiences Tracker Questionnaire trait month 3.1″ (P-RMMtm 3.1) for use with Iranian cancer patients. This cross-sectional study was conducted in several hospitals affiliated with Kerman University of Medical Sciences in southeastern Iran. Validity and reliability tests were administered between March and December 2023. Results showed strong psychometric properties, with a six-factor solution explaining 72.387% of the variance. The identified factors were mindful transcendence, mindful relaxation, mindful emotion, mindful focus/awareness, mindful quiet, and mindful action. Confirmatory factor analysis indices were generally satisfactory (χ2/d.f. = 2.253, RMSEA = 0.079, GFI = 0.833, CFI = 0.923, and IFI = 0.924). Cronbach’s alpha values for the RMMtm 3.1 factors ranged from 0.802 to 0.89. In conclusion, the Persian version of RMMtm 3.1 is a reliable instrument for assessing relaxation, meditation, and mindfulness experiences in Iranian cancer patients. Its concise format makes it suitable for future research with this population.
Purpose
Drawing upon social information processing theory, this study investigates the correlation between self-serving leadership and employee expediency. It also explores the mediating effect of self-interest motivation and the moderating effect of trait mindfulness.
Design/methodology/approach
A total of 147 part-time MBA students were enlisted to participate in a scenario experiment (Study 1), and 291 valid employee questionnaires were collected through a multiple-time point survey (Study 2). SPSS 23.0, MPLUS 8.0 and PROCESS programs were used to analyze the data and test the hypotheses.
Findings
Study 1 illustrated a positive correlation between self-serving leadership and employee expediency. It also identified self-interest motivation as a mediating factor in the correlation between self-serving leadership and expediency. Study 2 replicated the results obtained in Study 1 and expanded upon them by demonstrating that trait mindfulness moderates the association between self-serving leadership and self-interest motivation. Additionally, trait mindfulness moderates the indirect effect of self-serving leadership on expediency.
Practical implications
This research argues that organizations should take steps to prevent self-serving leadership in order to reduce employee expediency. Furthermore, it is advisable to provide ethics training to employees who exhibit high trait mindfulness, as they show increased sensitivity to self-serving leadership and are more likely to engage in unethical behavior.
Originality/value
This study expands the existing research on the ethical outcomes of self-serving leadership and contributes to a deeper understanding of the negative aspects of trait mindfulness.
Purpose
The study aims to develop a hierarchical model for innovative work behaviour (IWB) that can capture the complex associations among the factors contributing to IWB within the information technology (IT) sector. To accomplish this, the authors rely on an abductive approach using a graph theoretic model, often called interpretive structural modelling (ISM).
Design/methodology/approach
After conducting an in-depth literature review and using the Delphi method, the authors identified 12 factors (11 enablers and IWB as an outcome). The authors collected data through the Delphi approach by sending the questionnaire to 11 experts from academia and the IT sector who have extensive experience and knowledge relevant to the study. The authors then used the ISM method to analyse the relationships among these factors and understand their driving forces.
Findings
Based on the ISM model and the Matrice d'Impacts Croisés Multiplication Appliquée à un Classement analysis, the authors have identified that inclusive leadership, proactive personality and knowledge creation ability are the variables with strong driving power but weak dependence. Conversely, IWB has strong dependence but weak driving power. These findings suggest that to foster IWB, the organisation should prioritise inclusive leadership, proactive personality and knowledge-creation ability to succeed in challenging times. The study’s findings contribute to the social exchange theory, which explains IWB in a dynamic setting. Additionally, the study helps address the significant concerns that most IT companies face during times of crisis.
Practical implications
The study provides valuable guidance for managers and policymakers who are grappling with the challenges of improving IWB in the IT sector. This study is particularly relevant as the industry is currently navigating an economic recession and facing intense competition from other tech companies launching new products and services.
Originality/value
This research holds great significance for top executives, line managers and policymakers in the IT industry. It sheds light on the relevance and importance of various factors facilitating millennials' IWB.
Mindfulness can be defined as awareness and focus on the present. General well-being is important for all individuals including employees of the tourism industry. It is a point of view that has recently been accepted by both researchers and managers that optimal employee performance in the tourism industry is possible not by overloading employees with work but by improving employee motivation and well-being. The fact that uncertainty cannot be avoided in the industry and the majority of the employees are required to provide effective solutions, to customer concerns and needs in a short time, can put a mental strain on tourism employees. The aim of this study is to reveal the importance of mindfulness in tourism employees. The concept of mindfulness and its importance for tourism employees are scrutinized and insights are offered on how to reduce negative emotions and increase positive emotions in tourism employees.
This chapter focuses on the integration of mindfulness and emotional intelligence in school settings. Mindfulness refers to the basic human ability to be aware of one's body, mind, and feelings in the present moment. Emotional intelligence refers to the ability to recognize, understand, manage, and respond to one's own and others' emotions. Developing high emotional intelligence in students leads them to better navigate social interactions and manage their emotional responses, which in turn positively affects their academic and personal lives. Mindfulness practices can help manage classroom dynamics, reduce disruptive behavior, and create a positive learning environment. Practicing mindfulness improves our self-awareness, the bedrock of emotional intelligence. Finally, this chapter will not only discuss the strong relationship between mindfulness and emotional intelligence but also the influence of both mindfulness and emotional intelligence on teacher-student relationship quality.
While crises like the COVID-19 pandemic significantly impact well-being, understanding their impacts on employee work functioning remains nascent. To fill this gap, we develop and test a process model examining how situational anxiety leads to increased loneliness and reduced job performance during a crisis. We also observe if mindfulness strengthens these predicted effects. We investigated these questions using data from three samples of employee–supervisor dyads ( N = 795) collected at three time points among single employees living alone during the pandemic. Consistent with our predictions, we found that situational anxiety about the COVID-19 crisis resulted in lower performance, a relationship mediated through increased loneliness. Additionally, we found that mindfulness moderated this mediated relationship, as it was stronger for more mindful employees. These results clarify how situational anxiety shapes individual functioning at work, while also demonstrating that mindfulness can impose psychological and performative costs during a crisis.
Purpose
The overarching goal of the study was to formulate an integrated research model to empirically demonstrate the complex interplay between heuristics, project characteristics, information system usage quality, empathy, and mindfulness in predicting users'/donors' donation behaviour and well-being in the context of donation-based crowdfunding (DBC) mobile apps.
Design/methodology/approach
The data were collected from 786 respondents and analysed using the multi-stage SEM-ANN-NCA (Structural equation modelling-artificial neural network-necessary condition analysis) method.
Findings
Increased perceived aesthetics, narrative structure, self-referencing, project popularity, project content quality, and initiator reputation would foster empathy. Empathy and mindfulness lead to donation behaviour, and, ultimately emotional well-being.
Originality/value
This study offers a clear framework by ranking the key contextual predictors and assessing the model’s necessity logic to facilitate crowdfunders' donation behaviour and well-being on DBC platforms. This research provides practical insights for bank marketers and further aids financial service providers in formulating an optimal DBC mobile app strategy.
The life of an entrepreneur is often stressful with more time spent at work making decisions, facing ever-growing market competition, and undertaking business risks. An entrepreneur is so deeply involved in their business that it is difficult to demarcate between the venture and the owner. The success of the venture highly reflects the competence and focused mindset of the entrepreneur. Such a dynamic business nature requires best practises that can enhance the cognitive capabilities of the entrepreneurs and make them more aware or mindful of present moment phenomena. In a context where many studies are done to unveil success factors of entrepreneurial ventures and still a significant portion of them struggle to survive and succeed in the market, it is high time to view factors affecting entrepreneurial success from a novel angle. Accordingly, this review aims at uncovering the links of mindfulness to entrepreneurial success via an extensive critical review of the extant literature. Considering the vast array of benefits of being mindful, it is recommended for entrepreneurs to engage more in practising mindfulness to make them more vigilant in capturing opportunities, making decisions, and escaping the failures of the past and anxiety about the future. However, given the controversial nature of certain findings in literature and the dearth of studies on mindfulness and entrepreneurial success, the increasing necessity of further conceptual and empirical research in this area is explicit.
Self-determination theory (SDT), a psychological theory of human motivation, is a prominent paradigm in human-computer interaction (HCI) research on games. However, our prior literature review observed a trend towards shallow applications of the theory. This follow-up work takes a broader view – examining SDT scholarship on games, a wider corpus of SDT-based HCI games research (N=259), and perspectives from a games industry practitioner conference – to help explain current applications of SDT. Our findings suggest that perfunctory applications of the theory in HCI games research originate in part from within SDT scholarship on games, which itself exhibits limited engagement with theoretical tenets. Against this backdrop, we unpack the popularity of SDT in HCI games research and identify conditions underlying the theory's current use as an oft-unquestioned paradigm. Finally, we outline avenues for more productive SDT-informed games research and consider ways towards more intentional practices of theory use in HCI.
What little prior empirical research that investigated the effects of mindfulness meditation on negotiation performance was conducted in Singapore and the UK and finds benefits. This research reports a mini meta-analysis of ten studies (N > 1100) we conducted in the US on the effect of a brief mindfulness meditation induction on negotiation outcomes and finds a small detriment in terms of value claimed. We had initially hypothesized that mindfulness meditation would help individuals obtain better objective outcomes by claiming more value for themselves due to reduced emotional interference and enhanced flexibility of thought. However, the first study we ran found a moderately strong result in the opposite direction – participants who had just meditated obtained worse objective outcomes by claiming less value than participants in the control condition who had not meditated. In terms of subjective negotiation outcomes, participants in the mindfulness condition reported marginally less satisfaction with the instrumental outcome compared to participants in the control condition. Then we ran nine more experiments and never obtained a significant effect of mindfulness on objective outcomes again. The meta-analysis of the total effect on value claiming across these ten studies was significant (p = .020), negative, and very small (aggregated d = -0.138, 95% confidence interval [-.256, -.021]). We also ran a second meta-analysis on value creation on the appropriate subset of participants and did not find a significant total effect in either direction (p = .609, aggregated d = -.076, 95% confidence interval [-.367, .215]). We discuss implications for theory and practice.
When an attitude changes from A1 to A2, what happens to A1? Most theories assume, at least implicitly, that the new attitude replaces the former one. The authors argue that a new attitude can override, but not replace, the old one, resulting in dual attitudes. Dual attitudes are defined as different evaluations of the same attitude object an automatic, implicit attitude and an explicit attitude. The attitude that people endorse depends on whether they have the cognitive capacity to retrieve the explicit attitude and whether this overrides their implicit attitude. A number of literatures consistent with these hypotheses are reviewed, and the implications of the dual-attitude model for attitude theory and measurement are discussed. For example, by including only explicit measures, previous studies may have exaggerated the ease with which people change their attitudes. Even if an explicit attitude changes, an implicit attitude can remain the same.
Cognitive–experiential self-theory integrates the cognitive and the psychodynamic unconscious by assuming the existence of two parallel, interacting modes of information processing: a rational system and an emotionally driven experiential system. Support for the theory is provided by the convergence of a wide variety of theoretical positions on two similar processing modes; by real-life phenomena—such as conflicts between the heart and the head; the appeal of concrete, imagistic, and narrative representations; superstitious thinking; and the ubiquity of religion throughout recorded history—and by laboratory research, including the prediction of new phenomena in heuristic reasoning.
When offered an opportunity to win 1. These results were predicted from the concretive and experiential principles of cognitive-experiential self-theory. Nonoptimal choices in the laboratory were significantly correlated with heuristic responses to relevant vignettes and with self-reported gambling in real life.
Two forms of thinking about the future are distinguished: expectations versus fantasies. Positive expectations (judging a desired future as likely) predicted high effort and successful performance, but the reverse was true for positive fantasies (experiencing one's thoughts and mental images about a desired future positively). Participants were graduates looking for a job (Study 1), students with a crush on a peer of the opposite sex (Study 2), undergraduates anticipating an exam (Study 3), and patients undergoing hip-replacement surgery (Study 4). Effort and performance were measured weeks or months (up to 2 years) after expectations and fantasies had been assessed. Implications for the self-regulation of effort and performance are discussed.
Although the literatures on both organizational creativity and organizational improvisation have been expanding in recent years, the links between these literatures have not been deeply explored. This chapter explores those links to create a conceptualization of improvisational creativity in organizations. After reviewing existing theory on the creative process in organizations, and existing theory on organizational improvisation, we synthesize the two, fill in some conceptual gaps, and propose a preliminary model. The chapter ends with research questions suggested by our analysis.
We theorize that engagement, conceptualized as the investment of an individual's complete self into a role, provides a more comprehensive explanation of relationships with performance than do well-known concepts that reflect narrower aspects of the individual's self. Results of a study of 245 firefighters and their supervisors supported our hypotheses that engagement mediates relationships between value congruence, perceived organizational support, and core self-evaluations, and two job performance dimensions: task performance and organizational citizenship behavior. Job involvement, job satisfaction, and intrinsic motivation were included as mediators but did not exceed engagement in explaining relationships among the antecedents and performance outcomes.
This study tested hypotheses developed from the distinct literatures on negotiations and coalitions and hypotheses integrating the two, In a complex, three-person negotiation simulation, subjects had to decide jointly how to allocate two resource pools, They were gir en multiple pieces of information regarding their negotiation preferences, coalition alternatives, and entitlements. Coalition alternatives and entitlement cuss affected only the resource pool to which they were directly linked, bug. compatible interests, through the coalitions they generated, affected both resource pools, including the one to which these interests were not directly linked. The discuss the importance of integrating negotiation and coalition research in a wagr that Incorporates the social dynamics of the negotiation interaction.
The purpose of this essay is to improve the way we talk about organizational improvisation, using the vehicle of jazz improvisation as the source of orienting ideas. I start with two brief descriptions of the complexity involved when musicians compose in the moment. Then I review several definitions intended to capture holistically what is happening when people improvise. Next, I take a closer look at selected details in improvisation, namely, degrees of improvisation, forms for improvisation, and cognition in improvisation. These understandings are then generalized from jazz to other settings such as conversation, therapy, and relationships of command. I conclude with implications for theory and practice.
Although intuitive processes are critical for effective strategic decision making, there is little in the way of applied research on the topic. Apart from many popularized treatments of intuition in the literature today, there are only a handful of serious scholarly works on the subject. The majority of them are essentially theoretical in nature; field research in management settings is virtually nonexistent. This study examined this neglected but important process in strategic decision making. We surveyed senior managers of companies representing computer, banking, and utility industries in the United States and found that intuitive processes are used often in organizational decision making. Use of intuitive synthesis was found to be positively associated with organizational performance in an unstable environment, but negatively so in a stable environment.
The meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. We show that the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. Drawing on diverse relevant literatures, we offer a series of propositions about (a) psychological state engagement; (b) behavioral engagement; and (c) trait engagement. In addition, we offer propositions regarding the effects of job attributes and leadership as main effects on state and behavioral engagement and as moderators of the relationships among the 3 facets of engagement. We conclude with thoughts about the measurement of the 3 facets of engagement and potential antecedents, especially measurement via employee surveys.
Implicit and explicit indicators of attitudes or personality traits are positively, and variably, related. This review places the question of implicit ‐ explicit consistency into the tradition of attitude/trait ‐ behaviour consistency (e.g., Wicker, 1969). Drawing on dual-process models, such as the recent distinction between associative and propositional representations (Strack & Deutsch, 2004), we identify a working model of implicit ‐ explicit consistency that organises the empirical evidence on implicit ‐ explicit moderation into five factors: translation between implicit and explicit representations (e.g., representational strength, awareness), additional information integration for explicit representations (e.g., need for cognition), properties of explicit assessment (e.g., social desirability concerns), properties of implicit assessment (e.g., situational malleability), and research design factors (e.g., sampling bias, measurement correspondence).
The authors summarize 35 years of empirical research on goal-setting theory. They describe the core findings of the theory, the mechanisms by which goals operate, moderators of goal effects, the relation of goals and satisfaction, and the role of goals as mediators of incentives. The external validity and practical significance of goal-setting theory are explained, and new directions in goal-setting research are discussed. The relationships of goal setting to other theories are described as are the theory’s limitations.
We review and reconceptualize "intuition," defining intuitions as affectively charged judgments that arise through rapid, nonconscious, and holistic associations. In doing so, we delineate intuition from other decision-making approaches (e.g., insight, ra- tional). We also develop a model and propositions that incorporate the role of domain knowledge, implicit and explicit learning, and task characteristics on intuition effec- tiveness. We close by suggesting directions for future research on intuition and its applications to managerial decision making.
This study develops a model of engagement in the multiple roles of work and family. I examine two competing arguments about the effects of engaging in multiple roles, depletion and enrichment, and integrate them by identifying the type of emotional response to a role, negative or positive, as a critical contrasting assumption held by these two perspectives. Moreover, I represent depletion and enrichment as complex multistep processes that include multiple constructs, such as engagement and emotion. This study jointly examines both the depleting and enriching processes that link engagement in one role to engagement in another, using structural equation modeling. Findings from a survey of 790 employees reveal evidence for both depletion and enrichment as well as gender differences. Specifically, depletion existed only for women and only in the work-to-family direction. Men experienced enrichment from work to family, while women experienced enrichment from family to work. Overall, more linkages were found between work and family for women than for men.
Models postulating 2 distinct processing modes have been proposed in several topic areas within social and cognitive psychology. We advance a new conceptual model of the 2 processing modes. The structural basis of the new model is the idea, supported by psychological and neuropsychological evidence, that humans possess 2 memory systems. One system slowly learns general regularities, whereas the other can quickly form representations of unique or novel events. Associative retrieval or pattern completion in the slow-learning system elicited by a salient cue constitutes the effortless processing mode. The second processing mode is more conscious and effortful; it involves the intentional retrieval of explicit, symbolically represented rulesfrom either memory system and their use to guide processing. After presenting our model, we review existing dual-process models in several areas, emphasizing their similar assumptions of a quick, effortless processing mode that rests on well-learned prior associations and a second, more effortful processing mode that involves rule-based inferences and is employed only when people have both cognitive capacity and motivation. New insights and implications of the model for several topic areas are outlined.
Although observers of human behavior have long been aware that people regularly struggle with internal conflict when deciding whether to behave responsibly or indulge in impulsivity, psychologists and economists did not begin to empirically investigate this type of want/should conflict until recently. In this article, we review and synthesize the latest research on want/should conflict, focusing our attention on the findings from an empirical literature on the topic that has blossomed over the last 15 years. We then turn to a discussion of how individuals and policy makers can use what has been learned about want/should conflict to help decision makers select far-sighted options. © 2008, Association for Psychological Science. All rights reserved.
High Reliability Organizations (HROs) have been treated as exotic outliers in mainstream organizational theory because of their unique potentials for catastrophic consequences and interactively complex technology. We argue that HROs are more central to the mainstream because they provide a unique window into organizational effectiveness under trying conditions. HROs enact a distinctive though not unique set of cognitive processes directed at proxies for failure, tendencies to simplify, sensitivity to operations, capabilities for resilience, and temptations to overstructure the system. Taken together these processes induce a state of collective mindfulness that creates a rich awareness of discriminatory detail and facilitates the discovery and correction of errors capable of escalation into catastrophe. Though distinctive, these processes are not unique since they are a dormant infrastructure for process improvement in all organizations. Analysis of HROs suggests that inertia is not indigenous to organizing, that routines are effective because of their variation, that learning may be a byproduct of mindfulness, and that garbage cans may be safer than hierarchies.
Counterfactuals are mental representations of alternatives to the past and produce consequences that are both beneficial and aversive to the individual. These apparently contradictory effects are integrated into a functionalist model of counterfactual thinking. The author reviews research in support of the assertions that (a) counterfactual thinking is activated automatically in response to negative affect, (b) the content of counterfactuals targets particularly likely causes of misfortune, (c) counterfactuals produce negative affective consequences through a contrast-effect mechanism and positive inferential consequences through a causal-inference mechanism, and (d) the net effect of counterfactual thinking is beneficial.
Positive organizational scholarship is concerned with dynamics that enable organizational strength and flourishing. In this chapter, we argue that organizations that manage unexpected events and prevent small problems from becoming large crises are engaged in important acts of positive organizing. We assume that adverse events, crises, and accidents are not inevitable; rather, they result from small problems, surprises, and lapses that shift, grow, and escalate until they are too big to handle. This chapter focuses on a set of capabilities that allows organizations to contain and repair vulnerability. Specifically, we identify a set of critical capabilities that involve attention, awareness, and action: these include capabilities for attending to, making sense of, and not explaining away discrepancies; capabilities for updating and coordinating understanding as problems unfold; and capabilities for actively managing problems through containment and resilience. We end with avenues for future research and practice.
What is ‘gut feeling’ and how can it be harnessed? To what extent should business decisions be informed by ‘instincts’ which may seem irrational or impossible to quantify?
Mindfulness is a flexible state of mind that is characterized by openness to novelty, sensitivity to context, and engagement with the present moment. In this chapter, mindfulness is proposed to be a critical factor in determining individual performance and shaping our learning experiences. In particular, mindfulness appears to be crucial in helping us deal with the inevitable uncertainties in our lives and environments. The role that mindfulness plays in shaping evaluations, both positive and negative, is also discussed. Finally, it is suggested that the mindful individual is likely to choose to be positive and will experience both the advantages of positivity and the advantages of perceived control for well-being.
This chapter describes flow, the experience of complete absorption in the present moment, and the experiential approach to positive psychology that it represents. We summarize the model of optimal experience and development that is associated with the concept of flow, and describe several ways of measuring flow, giving particular attention to the experience sampling method. We review some of the recent research concerning the outcomes and dynamics of flow, its conditions at school and work, and interventions that have been employed to foster flow. Finally, we identify some of the promising directions for flow research moving into the future.
Economic and sociological theories explaining bandwagon behaviors, along with cognitive and behavioral theories of decision making, do not fully address the process whereby decision makers choose whether or not to jump on bandwagons. In this article we model the interactions between mindfulness as a decision-maker characteristic and the decision-making context, and we show the impact of those interactions on managers' ability to discriminate in the face of bandwagons. We illustrate the framework by applying it to recent integration and disintegration bandwagon behaviors in the U.S. health care market.
What was noted by E. J. Langer (1978) remains true today; that much of contemporary psychological research is based on the assumption that people are consciously and systematically processing incoming information in order to construe and interpret their world and to plan and engage in courses of action. As did E. J. Langer, the authors question this assumption. First, they review evidence that the ability to exercise such conscious, intentional control is actually quite limited, so that most of moment-to-moment psychological life must occur through nonconscious means if it is to occur at all. The authors then describe the different possible mechanisms that produce automatic, environmental control over these various phenomena and review evidence establishing both the existence of these mechanisms as well as their consequences for judgments, emotions, and behavior. Three major forms of automatic self-regulation are identified: an automatic effect of perception on action, automatic goal pursuit, and a continual automatic evaluation of one's experience. From the accumulating evidence, the authors conclude that these various nonconscious mental systems perform the lion's share of the self-regulatory burden, beneficently keeping the individual grounded in his or her current environment.
This article addresses the question: How should mindfulness be understood? Three views are considered. The first is that mindfulness should be understood as a cognitive ability. According to this view, people differ in their capacity to think in a mindful way, much as people differ in memory or intelligence. The second view is of mindfulness as a personality trait. According to this view, mindfulness is a stable disposition, much as would be extraversion or neuroticism. The third view is of mindfulness as a cognitive style. According to this view, mindfulness represents a preferred way of thinking. Mindfulness has characteristics of all three but seems closest to being a cognitive style. Construct validation is needed in order to address this and related questions.
The concept of intuitive judgment is traditionally associated with the heuristics and biases research of Kahneman, Tversky, and others. Within this paradigm, subjective probabilities are numerical expressions of beliefs concerning uncertain events that may be assessed using heuristics that reduce complex computational tasks to simpler judgmental ones. Such intuitive judgments can be economical and effective, but they accrue negative outcomes when rules for inference are used which are founded on false assumptions or when errors of logic are used which have attendant biases. Intuitive judgments based upon the heuristics of representativeness, availability, and anchoring and adjustment can be useful, but they may also lead to severe and systematic errors. However, as well as the "heuristics and biases" perspective, intuition has been viewed from a variety of different standpoints, some of which are summarized in this article.
Clinical research has found that mindfulness leads to emotional well-being. We examined the role of mindfulness in organizations and found that it had a positive impact on the three dimensions of job burnout - exhaustion, depersonalization and personal accomplishment. We also found that supervisors can help in fostering mindfulness.
Resent research suggests that improvisation is a prevalent and important form of action that takes place throughout the entrepreneurial process (Baker, Miner, & Eesley, 2003). Despite the central role that improvisation appears to play in the daily decisions of entrepreneurs, there is a lack of theoretical work on the topic within the entrepreneurship literature. In response, the current article outlines factors that are likely to influence the incidence and effectiveness of entrepreneurial improvisation.
The article discusses the effect of experience on effective decision making. Examples are cited from research which involved interviews with trial attorneys, observation of their decisions in the course of felony criminal trials, and the Martindale-Hubbell peer-based rating system. It is said that a useful distinction can be drawn between static and dynamic decision making. Experience is said to be clearly beneficial in the context of dynamic situations, but evidence that it may be less so in a static context is presented.
In spite of the fact that researchers suggest that managers use intuition when making decisions and solving problems, management education and development has largely ignored or shied away from including intuition in its curriculum. There are few. if any, reported or reported-and-evaluated attempts at the development of managers' intuitive awareness either in business school or in-company programs. We offer a justification for the inclusion of intuition in management education and go on to report the design, implementation, and evaluation of a program for the development of managers' intuitive awareness. The program used a combination of training and extended practice employing a variety of innovative experiential techniques. The program was evaluated by means of content analyses of the logs that participants compiled during the practice phase. Participants reported positively on the program and documented effects in a number of areas related to the context for intuition (inner-outer), the intuitive process (time, place, and pace), and its outcomes (sense of perspective; self-confidence; inter- and intrapersonal sensitivity; metacognition). The implications for the further application of these approaches in management education and development, and some personal reflections on their use are discussed.
We define organizational improvisation as the degree to which the composition and execution of an action converge in time, and we examine the theoretical potential of this definition. We then propose that both organizational procedural memory (skill knowledge) and declarative memory (fact knowledge) moderate improvisation's impact on organizational outcomes in distinct ways. We also suggest that improvisation influences organizational memory by (1) generating experiments and (2) permitting the development of higher-level competency in improvisation, Contemporary technological changes related to the nature of organizational memory intensify the salience of these issues.
This systematic introduction to Buddhist ethics is aimed at anyone interested in Buddhism, including students, scholars and general readers. Peter Harvey is the author of the acclaimed Introduction to Buddhism (Cambridge, 1990), and his new book is written in a clear style, assuming no prior knowledge. At the same time it develops a careful, probing analysis of the nature and practical dynamics of Buddhist ethics in both its unifying themes and in the particularities of different Buddhist traditions. The book applies Buddhist ethics to a range of issues of contemporary concern: humanity's relationship with the rest of nature; economics; war and peace; euthanasia; abortion; the status of women; and homosexuality. Professor Harvey draws on texts of the main Buddhist traditions, and on historical and contemporary accounts of the behaviour of Buddhists, to describe existing Buddhist ethics, to assess different views within it, and to extend its application into new areas.
Economic and sociological theories explaining bandwagon behaviors, along with cognitive and behavioral theories of decision making, do not fully address the process whereby decision makers choose whether or not to jump on bandwagons. In this article we model the interactions between mindfulness as a decision-maker characteristic and the decision-making context, and we show the impact of those interactions on managers' ability to discriminate in the face of bandwagons. We illustrate the framework by applying it to recent integration and disintegration bandwagon behaviors in the U.S. health care market.
Proponents of a popular view of how individuals respond to ethical issues at work claim that individuals use deliberate and extensive moral reasoning under conditions that ignore equivocality and uncertainty. I discuss the limitations of these "rationalist approaches" and reconsider their empirical support using an alternative explanation from social psychological and sensemaking perspectives. I then introduce a new theoretical model composed of issue construction, intuitive judgment, and post hoc explanation and justification. I discuss the implications for management theory, methods, and practice.
Over the past two decades, there has been an upsurge in theoretical frameworks alluding to the existence of two different processing systems that supposedly operate according to different rules. This article critically examines the scientific advance offered by these theories (in particular advances in the domains of reasoning, decision making, and social cognition) and questions their theoretical coherence as well as the evidence for their existence. We scrutinize the conceptual underpinnings of two-system models and explicate the assumptions underlying these models to see whether they are reasonable. We also evaluate the empirical paradigms used to validate two-system models and ponder about their explanatory strength and predictive power. Given the popularity of these models, we discuss the appeal of two-system theories and suggest potential reasons for their prevalence. We comment on the potential costs associated with these models and allude to the desired nature of potential alternatives. We conclude that two-system models currently provide little scientific advance, and we encourage researchers to adopt more rigorous conceptual definitions and employ more stringent criteria for testing the empirical evidence in support for two-system theories.
© 2009 Association for Psychological Science.
This article develops the concept of psychological presence to describe the experiential state enabling organization members to draw deeply on their personal selves in role performances, i.e., express thoughts and feelings, question assumptions, innovate. The dimensions of psychological presence are described along with relevant organizational and individual factors. The concept's implications for theory and research about the person-role relationship are described.