Mapping mindfulness: a systematic review and a framework for developing organizational mindfulness capability
Vaishali Jadon, Pearl MalhotraPurpose
This study aims to synthesize workplace mindfulness literature, identify research gaps, and propose a future agenda.
Design/methodology/approach
A systematic review of 53 peer-reviewed articles was conducted to examine the antecedents, mechanisms and outcomes of mindfulness at individual, interpersonal, and organizational levels.
Findings
The review reveals limited attention to multi-level outcomes and identifies a gap in exploring mindfulness as a moderator. It identifies a lack of structured approaches to building mindfulness as an organizational capability. A conceptual framework grounded in the resource-based view (RBV) is proposed, positioning mindfulness as a strategic asset that enhances employee well-being and organizational effectiveness.
Research limitations/implications
The review is limited to 53 articles. Nonetheless, it offers insights for advancing multilevel and theory-driven research on mindfulness.
Practical implications
The findings guide HRM and management practitioners in designing targeted mindfulness interventions to foster well-being, productivity and resilience.
Originality/value
This study provides a multi-level view of mindfulness, highlights its strategic potential and offers a research agenda to guide future inquiry.