Organizational Mindfulness and Mindful Organizing: A Reconciliation and Path Forward

Ray, Baker, and Plowman's (2011) study of organizational mindfulness highlights latent tensions in the mindfulness literature and promising avenues for future research. Their study provides a sprin...

[1]  C. Salvato,et al.  The role of attention triangulation in organizational learning processes , 2012 .

[2]  Scott F. Turner,et al.  A Balancing Act: How Organizations Pursue Consistency in Routine Functioning in the Face of Ongoing Change , 2012, Organ. Sci..

[3]  Erik Dane.  Paying Attention to Mindfulness and Its Effects on Task Performance in the Workplace , 2011 .

[4]  Joshua L. Ray,et al.  Organizational Mindfulness in Business Schools , 2011 .

[5]  Claus Rerup,et al.  Beyond Collective Entities: Multilevel Research on Organizational Routines and Capabilities , 2011 .

[6]  Timothy J. Vogus,et al.  The Impact of Safety Organizing, Trusted Leadership, and Care Pathways on Reported Medication Errors in Hospital Nursing Units , 2007, The Journal of nursing administration.

[7]  John P. Meyer,et al.  Normative commitment in the workplace: A theoretical analysis and re-conceptualization , 2010 .

[8]  Andrew Hede,et al.  The dynamics of mindfulness in managing emotions and stress , 2010 .

[9]  Catherine L. Anderson.  IT is Risky Business: Three Essays on Ensuring Reliability, Security and Privacy in Technology-Mediated Settings , 2010 .

[10]  Claus Rerup,et al.  Attentional Triangulation: Learning from Unexpected Rare Crises , 2009, Organ. Sci..

[11]  K. Sutcliffe,et al.  Overcoming dysfunctional momentum: Organizational safety as a social achievement , 2009 .

[12]  Tammy E. Beck,et al.  Experiencing Rare and Unusual Events Richly: The Role of Middle Managers in Animating and Guiding Organizational Interpretation , 2009, Organ. Sci..

[13]  Kathleen M. Sutcliffe,et al.  Learning Through Rare Events: Significant Interruptions at the Baltimore & Ohio Railroad Museum , 2009, Organ. Sci..

[14]  Ellen J. Langer,et al.  Counterclockwise: Mindful Health and the Power of Possibility , 2009 .

[15]  Robert A. Giacalone,et al.  Academic Rankings in Research Institutions: A Case of Skewed Mind-Sets and Professional Amnesia , 2009 .

[16]  K. Weick.  Educational organizations as loosely coupled systems , 1976, Gestión y Estrategia.

[17]  Emery Roe,et al.  High Reliability Management: Operating on the Edge , 2008 .

[18]  Raymond F. Zammuto.  Accreditation and the Globalization of Business , 2008 .

[19]  E. Romero,et al.  AACSB Accreditation: Addressing Faculty Concerns , 2008 .

[20]  R. Ryan,et al.  Mindfulness: Theoretical Foundations and Evidence for its Salutary Effects , 2007 .

[21]  Karl E. Weick,et al.  Managing the unexpected: resilient performance in an age of uncertainty, second edition , 2007 .

[22]  E. Sadler‐Smith,et al.  Developing Intuitive Awareness in Management Education , 2007 .

[23]  Timothy J. Vogus,et al.  The Safety Organizing Scale: Development and Validation of a Behavioral Measure of Safety Culture in Hospital Nursing Units , 2007, Medical care.

[24]  Daniel A. Levinthal,et al.  Exploration and Exploitation in Organizational Learning , 2007 .

[25]  Marlys K. Christianson,et al.  A sensemaking lens on reliability , 2006 .

[26]  Ian R. Gellatly,et al.  Combined effects of the three commitment components on focal and discretionary behaviors: A test of Meyer and Herscovitch’s propositions☆ , 2006 .

[27]  Daniel A. Levinthal,et al.  Crossing an Apparent Chasm: Bridging Mindful and Less-Mindful Perspectives on Organizational Learning , 2006, Organ. Sci..

[28]  Kathleen M. Sutcliffe,et al.  Mindfulness and the Quality of Organizational Attention , 2006, Organ. Sci..

[29]  S. Julian,et al.  Is accreditation good for the strategic decision making of traditional business schools , 2006 .

[30]  Robert D. McPhee,et al.  On Collective Mind and Conversational Analysis , 2006 .

[31]  Peter M. Madsen,et al.  Mitigating Hazards Through Continuing Design : The Birth and Evolution of a Pediatric Intensive Care Unit , 2006 .

[32]  Eitan Naveh,et al.  Safety Climate in Health Care Organizations: A Multidimensional Approach , 2005 .

[33]  Claus Rerup.  Learning from past experience: Footnotes on mindfulness and habitual entrepreneurship , 2005 .

[34]  H. P. Sims,et al.  Contingent leadership and effectiveness of trauma resuscitation teams. , 2005, The Journal of applied psychology.

[35]  S. A. Wasti,et al.  Commitment profiles: Combinations of organizational commitment forms and job outcomes , 2005 .

[36]  D. Zohar,et al.  Climate as a social-cognitive construction of supervisory safety practices: scripts as proxy of behavior patterns. , 2004, The Journal of applied psychology.

[37]  Timothy J. Vogus,et al.  Structuring for High Reliability: HR Practices and Mindful Processes in Reliability-Seeking Organizations , 2003 .

[38]  M. Feldman,et al.  Reconceptualizing Organizational Routines as a Source of Flexibility and Change , 2003 .

[39]  Stephen J. Gerras,et al.  Climate as a moderator of the relationship between leader-member exchange and content specific citizenship: safety climate as an exemplar. , 2003, The Journal of applied psychology.

[40]  C. Marlene Fiol,et al.  Waking Up! Mindfulness in the Face of Bandwagons , 2003 .

[41]  R. Ryan,et al.  The benefits of being present: mindfulness and its role in psychological well-being. , 2003, Journal of personality and social psychology.

[42]  A. Bedeian.  The Dean's Disease: How the Darker Side of Power Manifests Itself in the Office of Dean , 2002 .

[43]  Karlene H. Roberts,et al.  The Incident Command System : High Reliability Organizing for Complex and Volatile Task , 2007 .

[44]  Marlys K. Christianson,et al.  Managing the unexpected , 2001 .

[45]  Karl E. Weick,et al.  Managing the unexpected: Assuring high performance in an age of complexity. , 2001 .

[46]  K. Weick.  Making Sense of the Organization , 2000 .

[47]  E. Hollander.  Attention, Attention! , 2000, CNS Spectrums.

[48]  J. Sexton,et al.  Error, stress, and teamwork in medicine and aviation: cross sectional surveys , 2000, BMJ : British Medical Journal.

[49]  M. Waller.  The Timing of Adaptive Group Responses to Nonroutine Events , 1999 .

[50]  D. Hofmann,et al.  The Structure and Function of Collective Constructs: Implications for Multilevel Research and Theory Development , 1999 .

[51]  D. Hofmann,et al.  Safety-related behavior as a social exchange: The role of perceived organizational support and leader–member exchange. , 1999 .

[52]  K. Weick,et al.  Organizing for high reliability: Processes of collective mindfulness. , 1999 .

[53]  Ann Marie Ryan,et al.  ATTITUDES AND EFFECTIVENESS: EXAMINING RELATIONS AT AN ORGANIZATIONAL LEVEL , 1996 .

[54]  Paul R. Schulman,et al.  The Negotiated Order of Organizational Reliability , 1993 .

[55]  K. Weick,et al.  Collective mind in organizations: Heedful interrelating on flight decks. , 1993 .

[56]  John P. Meyer,et al.  Commitment to organizations and occupations: Extension and test of a three-component conceptualization. , 1993 .

[57]  P. Hanges,et al.  A network model of organizational climate: Friendship clusters, subgroup agreement, and climate schemas , 2008 .

[58]  Dennis A. Gioia,et al.  Sensemaking and sensegiving in strategic change initiation , 1991 .

[59]  William H. Glick,et al.  Studying Changes in Organizational Design and Effectiveness: Retrospective Event Histories and Periodic Assessments , 1990 .

[60]  Johan P. Olsen,et al.  Rediscovering institutions: The organizational basis of politics , 1989 .

[61]  D. Hambrick,et al.  Upper Echelons: The Organization as a Reflection of Its Top Managers , 1984 .

[62]  D. Zohar.  Safety climate in industrial organizations: theoretical and applied implications. , 1980, The Journal of applied psychology.

[63]  J. Pfeffer,et al.  A social information processing approach to job attitudes and task design. , 1978, Administrative science quarterly.

[64]  H. Simon,et al.  Selective perception: A note on the departmental identifications of executives. , 1958 .