Role of individual and collective mindfulness in enhancing organizational resilience

Abstract

This dissertation aims to (1) provide the critical appraisal of theoretical conceptualization to deepen the understanding of mindfulness and resilience at the individual and organizational level, (2) explore the relationship between these constructs, and (3) identify the formation of organizational resilience through the mindfulness process. A mixed method research design consisting of three empirical studies, critical incident technique, cross-sectional survey, and focus group discussions, was utilized. This study was conducted in three phases as follows; In phase 1, the qualitative study, the critical incident technique and thematic analysis were employed to confirm the conceptual model and ensure the content validity of the tests. The qualitative result in this phase confirmed the link of individual mindfulness in Western perspective or an active state (novelty seeking, novelty producing, flexibility, and engagement), as well as in collective mindfulness and organizational resilience. Moreover, the result in this phase revealed that individual mindfulness in Eastern perspective or a passive state (awareness, and attention), which had not been specified in the conceptual model, relates to collective mindfulness and organizational resilience. Phase 2, a quantitative study, is a cross-sectional survey with a sample group of 783 employees from 21 organizations (10 High reliability organizations, and 11 general organizations). The main objective of the second phase was to investigate the relationship between mindfulness and resilience. The results showed that individual mindfulness has a positive impact on collective mindfulness but it has no significant direct effect on organizational resilience. However, collective mindfulness has a positive impact on organizational resilience and acts as a mediator between individual mindfulness and organizational resilience. In Phase 3, the qualitative study, focus group discussions and framework analysis was used to provide in-depth and additional explanation of vital elements which caused an effect on the relationship of constructs in Phase II and process of individual mindfulness, collective mindfulness, and organizational resilience. The results showed that individual mindfulness (awareness and attention) was developed from meditation practices. Individual mindfulness enhances collective mindfulness. Mindfulness at the level of individual and organizations is supported from organizational culture, policy, vision, and social environment. The results from this phase confirmed the conceptual model that individual mindfulness and collective mindfulness are the foundations of organizational resilience along with important elements including leadership, management (planning, forecasting, analyzing, and competitive strategy), communication, and teamwork, novelty, and adaptive capacity. The contributions of this present study are theoretical and empirical to the theory and concept of organizational resilience, individual mindfulness, and collective mindfulness. Moreover, this study has implications for research on managerial relevance. The management team and leader can improve organizational resilience and thus the sustainability of the organization.