Theoretical and Empirical Advances on Mindfulness at Work

Goh, Zen; Yang, Weiyou; Hafenbrack, Andrew C.; Hülsheger, Ute R.; Lyddy, Christopher; Masters-Waage, Theodore Charles; Stillwell, Elizabeth E.; Adair, Elizabeth A.; Alberts, Hugo J. E. M.; Bono, Joyce E.; Duffy, Michelle K.; Good, Darren; Kay, Adam; Reb, Jochen; Sawyer, Katina; Thoroughgood, Christian; Vlachos, Pavlos A.

doi:10.5465/ambpp.2019.16102symposium

Cited by 1 publication

(3 citation statements)

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“…In the early years, mindfulness has been primarily applied and studied in the field of clinical psychiatry (e.g., Kabat-Zinn, 2003). Management scholars have gradually demonstrated surging interests in mindfulness in recent years due to the prevalence of mindfulness training programs in enterprises such as Google, Aetna and Alibaba (Hafenbrack et al, 2019;Liu et al, 2020;Wolever et al, 2012). Research has found that individual mindfulness is appears to have broadly beneficial impacts on employee well-being and performance, meanwhile with a call for the examination of how team mindfulness affects teamwork (Good et al, 2016).…”

Section: Ngat and Team External Knowledge Acquisitionmentioning

confidence: 99%

“…Second, mindfulness improves team members' prosocial motivation (Hafenbrack et al, 2019). Prosocial motivation encourages team members to pay attention to the needs of others in the team (Grant and Berry, 2011).…”

Section: Ngat and Team External Knowledge Acquisitionmentioning

confidence: 99%

“…A main aim of mindfulness is to get people to accept their status quo (Bishop et al, 2004). Therefore, even if NGAT signals that the environment is problematic, teams with high level of mindfulness will merely accept their current state, without motivation to perform in an innovative manner (Hafenbrack et al, 2019). Thus, we propose:…”

Section: Ngat and Team External Knowledge Acquisitionmentioning

confidence: 99%

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ScholarOne - Negative Affect and Team Innovation: The Nonlinear Moderating Role of Team Mindfulness

Wang,

Zhang,

Quan

2024

Preprint

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Teams will inevitably experience negative affects when performing innovative tasks. Negative group affect would not necessarily lead to negative team outcomes. Drawing on theories of mood-as-information and mindfulness, we propose that team mindfulness will nonlinearly moderate the relationship between negative group affective tone and team innovation through the mechanism of external knowledge acquisition. We collected data from 76 research and development teams to test our hypotheses. Results indicated that 1) NGAT is positively related to external knowledge acquisition when team mindfulness is at the medium level, 2) external knowledge acquisition is positively related to team innovation, and 3) NGAT is beneficial for team innovation via external knowledge acquisition when team mindfulness is at the medium level, rather than low or high level. Theoretical and practical implications are discussed.

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