Information technology and mindfulness in organizations

Valorinta, Mikko

doi:10.1093/icc/dtp027

Cited by 47 publications

(31 citation statements)

References 30 publications

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“…‘rigid and rule‐governed rather than rule‐guided’ (Langer, 1989, p. 139). Valorinta (2009) and Levinthal and Rerup (2006) suggest that organizations are characterized by some level of both mindfulness and mindlessness at any given time (Levinthal and Rerup use the less pejorative term ‘less‐mindful behaviour’). We follow these authors by suggesting that entrepreneurship policies are rarely exclusively mindful or mindless.…”

Section: Innovation and Entrepreneurship Policies For Social Inclusionmentioning

confidence: 99%

Entrepreneurship and Innovation at the Base of the Pyramid: A Recipe for Inclusive Growth or Social Exclusion?

Hall

Matos

Sheehan

et al. 2012

J Management Studies

341

217

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Policy makers often see entrepreneurship as a panacea for inclusive growth in underdeveloped ‘Base of the Pyramid’ (BOP) regions, but it may also lead to unanticipated negative outcomes such as crime and social exclusion. Our objective is to improve the understanding of how entrepreneurship policies can lead to socially inclusive growth at the BOP. Drawing on data collected from Brazilian tourism destinations with varying entrepreneurship, innovation, and social inclusion policies, we argue that weak institutions coupled with alert entrepreneurs encourage destructive outcomes, especially if entrepreneurship policies are based solely on economic indicators. Policies addressing both economic and social perspectives may foster more productive entrepreneurial outcomes, albeit at a more constrained economic pace. The study extends the related BOP, entrepreneurship, global value chain, and sustainable tourism literatures by examining the poor as entrepreneurs, the role of local innovation, and how entrepreneurship policies generate different social impacts within poor communities.

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Section: Innovation and Entrepreneurship Policies For Social Inclusionmentioning

confidence: 99%

Entrepreneurship and Innovation at the Base of the Pyramid: A Recipe for Inclusive Growth or Social Exclusion?

Hall

Matos

Sheehan

et al. 2012

J Management Studies

341

217

View full text Add to dashboard Cite

show abstract

“…These have included transportation, aviation and military (Roberts et al, 1994;La Porte & Consolini, 1998;Busby, 2006;Jeffcott et al, 2006;O'Neil, 2011); nuclear (Bierly & Spender, 1995;Ashley et al, 2009); fire and disasters (Keller, 2004;Weick & Sutcliffe, 2007;Berardi, 2010); and healthcare (Baker et al, 2006;Frankel et al 2006;Madsen et al, 2006;Roberts et al 2005;Stralen et al 2006;Tamuz & Harrison, 2006;Vogus & Sutcliffe, 2007a;Costella et al, 2009;Riley, 2009;Samuels, 2010;Sutcliffe, 2011;Hales & Chakravorty, 2016). There have also been some HRO research with respect to space (Schulman, 2008); energy (Hoffmann et al, 1995;Miller, 2009;Hopkins, 2009;Lekka & Sugden, 2011); education (Stringfield, 1995;Taylor & Angelle, 2000;Azzaro, 2005;Bellamy et al, 2005;Stringfield et al, 2008); food retail (Ciravenga & Brenes, 2016); Information technology ( Valorinta, 2009;Carlo et al, 2012) and virtual organisations (Grabowski & Roberts, 2016). Some have aimed at the relationship with other concepts such as resilience engineering (Aven & Krohn, 2014;Righi et al, 2015;Bergstrom et al, 2015;…”

Section: Introductionmentioning

confidence: 99%

Disaster prevention through a harmonized framework for high reliability organisations

2019

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The increasing havoc wrecked by catastrophic incidents on organisations worldwide, as well as the increasing devastating effects of these incidents, has necessitated the development of a framework to improve the reliability of organisations. Despite operating in tightly coupled and complex technologies, high reliability organisations (HROs) continue to operate mindfully with minimal incidents. Given that most disasters have occurred in organisations and industries not considered as truly HROs, this paper argues that applying organisational learning from HROs across diverse organisations in different industries could potentially reduce organisational disasters. This paper recognised the numerous researches in HRO theory, but noticed the unavailability of a harmonized measurable framework that could be standardized and applied across diverse organisations. Using the HRO principles, this paper conducted a research in 8 organisations, in 3 industries across 2 continents. It developed the organisational reliability maturity model (ORM 2 ) to track the progression organisations through 5 maturity levels. It developed the framework for organisational reliability maturity (FORM) to measure maturity levels of organisations, predict potentials for disasters, benchmark, and improvement organisations. It is hoped that this paper will deepen existing research in disaster prevention and HRO theory, while opening up new areas of knowledge.

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“…Such working environments not only influence job performance positively (Dane, ), but more importantly also enrich organizational creativity. These findings have been supported by a cross‐case inquiry in America among 19 managers in two information technology companies (Valorinta, ). The interview data uncovered an incremental increase in innovation and organizational collaboration among the managers who received mindfulness training.…”

Section: Analyses and Discussionmentioning

confidence: 59%

“…Similarly, practicing meditation can cultivate critical self‐reflection (Bien, ) and train attentive listening skills (Epstein, ), which are overarching qualities of “mindful leadership” (Reb, Narayanan, & Chaturvedi, , p. 39) necessary to build a mindful organization (Argote, ; Valorinta, ). Such organization attains stronger resilience (Rerup, ), improved organizational effectiveness, and more rapid organizational development (Gartner, ) so as to combat the severe rivalries that exist in the business world.…”

Section: Analyses and Discussionmentioning

confidence: 99%

What Does Meditation Contribute to Workplace? An Integrative Review

Cheng¹

2016

J Psych Issues Organ Cult

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Quality in the workforce is essential for organizational competitiveness, requiring human resource executives to develop programs in pursuit of business success: one such possibility is meditation. The current integrative review provides an overview of how meditation can contribute to life in the workplace. In analyzing 10 empirical studies carried out in North America, Europe, and Asia, it indicates the presence of individual and organizational dimensions, in that meditation not only benefits personal and mental health and social relationships, as well as the alleviation of role conflicts, but also benefits organizational innovativeness and development. These results point to future studies and reveal implications for practices related to integrating meditation into daily life and building mindful organizations.

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Information technology and mindfulness in organizations

Cited by 47 publications

References 30 publications

Entrepreneurship and Innovation at the Base of the Pyramid: A Recipe for Inclusive Growth or Social Exclusion?

Entrepreneurship and Innovation at the Base of the Pyramid: A Recipe for Inclusive Growth or Social Exclusion?

Disaster prevention through a harmonized framework for high reliability organisations

What Does Meditation Contribute to Workplace? An Integrative Review

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