Waking up! Mindfulness in the Face of Bandwagons

Fiol, C. Marlene; O’Connor, Edward J.

doi:10.2307/30040689

Cited by 144 publications

(177 citation statements)

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“…Fourth, in addition to pure self-interest, another possible explanation as to why CEOs acquire is that they may be driven, in part, by competitive institutional pressures, such as those that trigger merger waves (Abrahamson & Rosenkopf, 1993;Fiol & O'Connor, 2003). Accordingly, CEOs and directors may feel compelled to make acquisitions to respond to those of their competitors .…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Do They Walk the Talk? Gauging Acquiring CEO and Director Confidence in the Value Creation Potential of Announced Acquisitions

Devers

McNamara

Haleblian³

et al. 2013

AMJ

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We explore whether acquiring CEOs and directors act consistently with the idea that their newly announced acquisitions will increase long-term firm value. Specifically, we examine postannouncement adjustments to CEOs' equity-based holdings and find acquiring CEOs tend to exercise options and sell firm stock following acquisition announcements. Moreover, positive short-term market performance exacerbates this effect. Further, we find directors tend to grant their acquiring CEOs stock options, after acquisition announcement, presumably to more tightly align CEO-shareholder interests. These findings suggest that when CEOs and directors manage acquiring CEOs' equity-based holdings, they do not appear to anticipate long-term value creation from their acquisitions.

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Section: Limitations and Future Researchmentioning

confidence: 99%

Do They Walk the Talk? Gauging Acquiring CEO and Director Confidence in the Value Creation Potential of Announced Acquisitions

Devers

McNamara

Haleblian³

et al. 2013

AMJ

View full text Add to dashboard Cite

show abstract

“…Mindfulness can equip individuals and groups with self and situational awareness and the ability to pause before reacting (Garland et al 2011). This brief pause lends itself to a variety of improved outcomes including less bias and reliance on outmoded mental heuristics (Fiol and O'Connor 2003).…”

Section: Mindfulnessmentioning

confidence: 99%

More Dynamic Than You Think: Hidden Aspects of Decision-Making

Robinson

Sinclair

Tobias

et al. 2017

Administrative Sciences

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Decision-making is a multifaceted, socially constructed, human activity that is often non-rational and non-linear. Although the decision-making literature has begun to recognize the effect of affect on decisions, examining for example the contribution of bodily sensations to affect, it continues to treat the various processes involved in coming to a decision as compartmentalized and static. In this paper, we use five theories to contribute to our understanding of decision-making, and demonstrate that it is much more fluid, multi-layered and non-linear than previously acknowledged. Drawing on a group experience of deciding, we investigate the intrapersonal, interpersonal, and collective states that are at play. These states are shown to be iterative: each being reinforced or dampened in a complex interaction of thought, affect, social space and somatic sensations in a dynamic flux, whilst individuals try to coalesce on a decision. This empirical investigation contributes to theory, method and practice by suggesting that Volatility, Uncertainty, Complexity and Ambiguity (VUCA) is a human condition. VUCA permeates and impacts decision-making in a multitude of ways, beyond researchers' previous understanding. The innovation generated through this paper resides in a set of propositions that will accelerate progress in the theory, method, and practice of decision-making.

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“…If members are able to "mindfully" comprehend the strategic implications of the organization, the organizational performance would be better. Organizational performance depends on the members' ability of taking responsibility and decision making that is shown to be influenced by mindfulness [41]. Mindfulness is one kind of essential attitude that can help members take into account the complexity and uncertainty linked to their decision-making.…”

Section: The Mediation Effect Of Green Mindfulnessmentioning

confidence: 99%

“…The five components of mindfulness are specifically important for the development of innovation [18]. Fiol and O'Connor [41] argue that the benefits of mindfulness including expanded scanning, context-relevant interpretation, the attention of novel kinds of stimuli and change, appreciating different viewpoints, and taking different viewpoints into account are beneficial for innovation performance. Mindfulness refers to the ability to attend to feedback and more subtle information which emerge from current operations as a basis for efficient adaptation [42].…”

Section: The Positive Effect Of Green Mindfulness On Green Performancementioning

confidence: 99%

Green Transformational Leadership and Green Performance: The Mediation Effects of Green Mindfulness and Green Self-Efficacy

2014

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Abstract:No prior literature explores the influence of green transformational leadership on green performance, thus, this study develops a novel research framework to fill the research gap. This study investigates the influence of green transformational leadership on green performance and discusses the mediation effects of green mindfulness and green self-efficacy by means of structural equation modeling (SEM). The results indicate that green transformational leadership positively influences green mindfulness, green self-efficacy, and green performance. Moreover, this study demonstrates that the positive relationship between green transformational leadership and green performance is partially mediated by the two mediators: green mindfulness and green self-efficacy. It means that green transformational leadership can not only directly affect green performance positively but also indirectly affect it positively through green mindfulness and green self-efficacy. Therefore, firms need to raise their green transformational leadership, green mindfulness, and green self-efficacy to increase their green performance.

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Waking up! Mindfulness in the Face of Bandwagons

Cited by 144 publications

References 0 publications

Do They Walk the Talk? Gauging Acquiring CEO and Director Confidence in the Value Creation Potential of Announced Acquisitions

Do They Walk the Talk? Gauging Acquiring CEO and Director Confidence in the Value Creation Potential of Announced Acquisitions

More Dynamic Than You Think: Hidden Aspects of Decision-Making

Green Transformational Leadership and Green Performance: The Mediation Effects of Green Mindfulness and Green Self-Efficacy

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