Prerpints.org logo
Preprint
Article

Mindful Organisations: Cultivating Well-being, Performance, and Leadership in the Modern Workplace

Altmetrics

Downloads

93

Views

37

Comments

0

This version is not peer-reviewed

Submitted:

08 October 2024

Posted:

09 October 2024

You are already at the latest version

Alerts
Abstract
This paper explores the burgeoning field of mindfulness in organisational contexts, examining its evolution from Buddhist practices to contemporary corporate applications. It critically analyses the implementation of mindfulness interventions in Fortune 500 companies, elucidating both the potential benefits and challenges. The research highlights the role of mindful leadership in fostering positive organisational cultures and addresses the complexities of integrating these practices within diverse corporate settings. Drawing on case studies, the paper illuminates the variability in mindfulness approaches and their impacts on employee well-being, productivity, and organisational resilience. Whilst acknowledging the promising outcomes, the study also considers critiques regarding the commodification of mindfulness and its potential to blur work-life boundaries. The concept of Microdosed Mindfulness is introduced as a nuanced strategy for overcoming resistance and facilitating gradual adoption. This comprehensive analysis provides valuable insights for organisations navigating the implementation of mindfulness practices in the contemporary world.
Keywords: 
Subject: Business, Economics and Management  -   Business and Management

Introduction

This article is a scholarly exploration of mindfulness in the context of work, productivity, and happiness. Lately, many organisations are turning towards mindfulness, a core organisational component. The increased organisational scholarship has led to the change among organisational leaders. In the fast-paced, dynamic world, where distractions abound and disruptions frequent, the power of mindfulness emerges to satisfy various purposes like stress reduction, worker happiness, enhancing emotive regulation, increasing focus, and improving performance at work. This article enquires into aspects mindfulness at the workplace, where ancient wisdom meets modern organisational excellence.
An ancient piece of advice passed on through generations is “Live In The Moment.” This age-old adage has birthed a burgeoning field of study called mindfulness, a rapidly expanding scholarship. There has been explosive growth in mindfulness research's scholarship and practical popularity. We tend to perceive awareness as thinking, but they are different. Awareness is a kind of intelligence, a powerful state of knowing. Mindfulness stands at the pinnacle of cognitive acumen as it transcends conventional thinking to embrace a state of profound cognition. Mindfulness in the corporate space holds the potential to shape the future by anchoring us firmly in the present moment, irrespective of its nature. Organisations can embrace mindfulness to unlock the unexplored employee potential and foster a heightened awareness and excellence culture.
Research evidences that stressful thoughts about the past or the future seem to influence how humans age. Thoughts have the power to influence cellular and chromosome levels. Their research demonstrated that aging is more rapid under conditions of chronic stress. Their research discovered that how we perceive stress rather than the stress itself influences the degradation of cells. The implications of this research may also make us realise that we must understand that stress has the potential to shape our relatedness for greater wisdom and intent. The research findings have insightful implications for all of us. The research concluded that no matter what people do, they are happier when they are focused. Mindfulness means becoming aware of what our mind thinks from time to time. It would be best if you thought of mindfulness like a muscle. It will become firmer and supple with consistent practice.
As we perceive success as a moving perspective, we always chase happiness. Research has shown that it is the other way around. When people have a positive mindset, performance at every level, productivity, engagement, and creativity improve with positive thoughts. We regularly and unknowingly waste much energy in reacting automatically to what happens to us in the outside world. Practicing mindfulness will help us to cultivate ways to calm down and focus on our wasted energies. Most importantly, we get clarity of thought, which will enhance the quality of perceptions of corporate life and the various stressful, unexpected, and unpredictable situations life presents. Human experiences are an array of emotions. These emotions swing from positive to negative emotions. Love and hate are together in groping to convey happiness and joy, hope and despair. A famous mouse scene in Pixar film "Ratatouille", Remy, a French mouse passionate about cooking, embodies the spirit of embracing life's challenges and finding joy amidst them. His journey, like the journey of a mindful individual, is one of learning, growth, and the celebration of life. Remy's character and pursuit of excellence in the culinary arts serve as a metaphor for human experience, highlighting the importance of embracing life's challenges and finding joy in overcoming them.
Our modern world and work are characterised by uncertainty and volatility. Over the years, the nature and scope of work have dramatically changed. Modern work is both competitive and challenging. The work ecosystem is constantly exposed to stress, burnout, and exhaustion. Work has become demanding and intense. This new corporate culture of expectations and immediate response due to technology-supported responses has blurred the lines between office and work life. While mindfulness has benefits, it is now a more attractive proposition for organisations as it has opened a window of possibility for a more focused, calm, productive, and happy workspace. Mindfulness, a participatory medicine more known in medicine, psychology, and psychiatry, has explosive growth and movement in other fields like business, employee, and organisational performance. The recognition and emergence of scientific research and publications on mindfulness will have profound implications for being healthy, productive, and happy.

Corporate Landscape

The business environment is undergoing significant changes, particularly after the Covid-19 pandemic and technological advancements. The post-pandemic era has witnessed the emergence of new work strategies that were once deemed impossible. These include gig work, hybrid work, and the ability to work from anywhere, transforming the global job market. These changes have redefined the nature of work and accelerated the adoption of digital tools and remote collaboration. Organisations were compelled to halt their standard operating procedures during the COVID-19 pandemic, paving the way for implementing innovative work solutions. Tasks traditionally thought to require physical presence were accomplished through virtual means, demonstrating the adaptability and resilience of modern businesses. The advent of Industry 5.0, technological disruptions, increasing uncertainties in geopolitical developments, and the BANI (Brittle, Anxious, Nonlinear, Incomprehensible) world has ushered in a transformative era of technological advancement and organisational dynamics. Industry 5.0 signifies a paradigm shift in an age of unprecedented technological progress, emphasizing the need for adaptability and innovation.
However, while these changes present opportunities for organisations and their workforce to grow, concerns arise regarding employees' physical and mental health. Questions persist about whether the workforce is resilient enough to navigate the rapid changes in today's work environment and whether organisations are implementing effective strategies to support employees' mental health and prevent distress.
According to the World Health Organisation (WHO, 2023), over 703,000 people per year commit suicide due to their inability to cope with life stress. A 2023 research study on workplace health in the UK by Champion Health revealed alarming figures. Out of 1,000 employees surveyed, 9% (90 employees) reported experiencing thoughts of suicide and self-harm. The research also indicated a concerning trend of increasing numbers of employees grappling with such thoughts each year. Only 7% of male employees experiencing suicidal or self-harm thoughts sought mental health assistance. Additionally, the “State of the Global Workplace 2021 Report” highlights that the stress in 2020, increased to 43% compared to 31% in 2010. These reports serve as a stark reminder for employers to prioritise the mental health of their employees to ensure the well-being of both the workforce and the organisation.
In response to these challenges, progressive organisations proactively implement accessible counselling services that are integral to corporate strategies. Cultivating a supportive and empathetic workplace culture is crucial in fostering an atmosphere where personnel feel comfortable with no stigma or reprisal. Furthermore, investing in employee well-being is a moral and strategic business decision. A mentally healthy workforce will likely be more engaged, productive, and innovative. As businesses adapt to the evolving landscape, a method which takes care of employees' mental happiness will ensure sustained success in the dynamic business environment. As organisations proactively address mental health challenges, they are exploring various strategies, including accessible counselling services. These initiatives reflect a moral imperative and are increasingly recognised as strategic business decisions.
However, mindfulness is a specific approach gaining prominence amidst these evolving corporate landscapes. To navigate the various challenges that organisations face, they could adopt mindfulness, as it will foster resilience, cognitive flexibility, and adaptability. Integrating the practice of mindfulness will bring into line the “principles of Industry 5.0”, which emphasises human-centric approaches to technology and work processes. Mindfulness can become instrumental in promoting well-being, stress management, and effective decision-making. By incorporating mindfulness practices into daily operations and leadership strategies, companies can enhance employee engagement, creativity, and overall organisational resilience in the face of dynamic challenges posed by the evolving business landscape.

Being Mindful

Mindfulness has its roots in Buddhist practice. This approach refers to the 'psycho-spiritual development' perspective. The mindfulness approach brings about a sustainable, behavioural, and psychological acceptance of life. Over the years, mindfulness interventions have been introduced as a wellness practice. The world has witnessed a perception shift of mindfulness from a more spiritual approach to a more organisational application.
Mindfulness practices help to cope with stress. In 1979, one of the pioneers in mindfulness research was Jon Kabat, who introduced mindfulness into the mainstream. A programme was designed as eight-week programs to help people with pain management. Most of the research on mindfulness and its effort is drawn from the healthcare sector. This sector aims to decrease stress, fatigue, and depression. Management practitioners and the corporate world use the same research to extrapolate the benefits to organisations. While mindfulness impacts well-being, the primary intention is to improve an individual's ability to realise the realities of life. Nowadays, companies are accepting mindfulness as it is helping to reduce costs and improve performance.
More recently, the mindfulness movement has entered the corporate setting. It aims to improve employees' workplace functioning as they deal with multitasking and deadlines. The organisational programs range from clinical (MBSR) to customised programs and workshops. Organisations offer workshops like yoga, wellness, and meditation sessions under workplace mindfulness interventions. The evolution of mindfulness into organisational practice is still embryonic. Mindfulness is crucial to international management and corporate developmental programs. The speed by which mindfulness moves from clinic to organisation is a new yardstick by which pioneering organisations and their leadership will be judged. Mindfulness has moved from marginal to mainstream as it addresses the challenges of a 24/7 workplace in a BANI environment. It provides employees with new ways of responding to life experiences and cultivating a more profound sense of health and well-being.
Mindfulness in a corporate environment has detached from its Buddhist heritage. Another deviation is how mindfulness interventions in the corporate ecosystem co-opt, instrumentalise, and commodify the practice to fit the business mindset. Another critique states that mindfulness blurs the boundaries between private spaces and work settings. Some critics state that introducing mindfulness interventions pressures employees, leading to more demanding workplaces. It is also perceived as exercising extensive physical and mental control over employees in the pretence of human practice. Researchers have expressed some doubt about applying mindfulness practices.
According to the American Mindfulness Research Association database, the exponential growth in mindfulness publications increased three decades ago, from just two in 1984 to more than two thousand in 2023. Most existing publications advocate for positive or critical effects but do not reflect how mindfulness is implemented in an organisational setting. Studies that present an impartial perspective on mindfulness are scarce. In 2010, Harvard University researchers proved that a quarter of a million people are mind wanders 47% of the working day. In his research, MIT neuroscientist Earl Miller stated that the human brain cannot focus on two things at a time, which means multitasking is not as effective as it seems. His research proves that an individual loses up to 40% of his productivity when switching tasks.
Exponential change and challenging economic conditions drive organisations to traverse options to deliver customer products and services better while reducing costs. Organisations seek sustainable, innovative ways. Though mindfulness is old, it has only gained importance in Western societies for over a decade. Mindfulness means being in the present. It is a cognitive process of the brain to observe with acceptance and without judgment. Now, hundreds of companies have mindfulness training. Companies like Google, Aetna, Apple, Hilti, SAP, Toyota, Panasonic, Goldman Sachs, Royal Dutch Shell, General Mills, Target, Intel, e-bay, US House of Representatives, Facebook, Apple, LinkedIn, Twitter, Medtronic, the UK-based National Health Service, UK Parliament, and some Business Schools like Harvard and Ashridge have implemented mindfulness training . They have reported some benefits of boosting emotional intelligence (EI), task focus, clarity of thought, resilience, productivity, greater creativity, empathy, mental agility, improved communication, and overall well-being. Research suggests mindfulness can enhance leadership, strategic thinking, interpersonal relationships, productivity, and self-management. It is a valuable workplace tool.

Mindful Leadership

It is a truism to say that the leaders in organisations play a crucial part in shaping both the organisational climate and culture. According to social learning theory, employees tend to emulate the behaviour of their leaders. Consequently, leaders should exhibit behaviour conducive to fostering a positive organisational culture. Authoritative leadership is a top-down approach where the leader exerts control through rewards and punishments, which has become incompatible with the modern world. Importance grows toward ethical and charismatic leadership as the followers embrace the leaders as their role models and repeat the same ethical and charismatic behaviours. This echoes Immanuel Kant's categorical imperative theory: 'act only by that maxim through which you can at the same time will that it become a universal law.' Subsequently, transactional and transformational leadership was introduced to address the challenges of the ever-changing BANI (Brittle, Anxious, Nonlinear, Incomprehensible environment. Transactional leadership allows organisations to get things done correctly to achieve their goals by influencing employee performance using rewards and punishments. On the other hand, transformational leaders show individual consideration towards each employee and inspire them to achieve the best extraordinary outcomes and develop their leadership skills. Transformational leaders have self-awareness and awareness about their followers and can move followers towards achieving extraordinary performance while leading to high employee satisfaction and commitment to the organisation.
As we navigate the fourth wave of the industrial revolution, the contemporary world's qualities become more Brittle, Anxious, Nonlinear, and Incomprehensible. In the BANI world, transformational leadership qualities should be enhanced further to face the ever-changing, rapid challenges. Therefore, a leader should be highly emotionally intelligent and show tremendous self-awareness and awareness about others around to make effective decisions. Emotional intelligence (EI) and trait mindfulness have a strong positive relationship. Mindfulness practices improve self-awareness. Self-awareness allows leaders to identify their emotions accurately and understand the basis for reactions, how they affect others, and how other people’s emotions impact them. Mindfulness practices by leaders can reduce the area of blind spots and unknowns in the Johari window. This enables mindful leaders to embrace transformational and transactional leadership qualities and heightened self-awareness, fostering higher emotional intelligence—essential for positively influencing and inspiring followers in today's BANI world.
A comprehensive study involving Fortune 500 companies sheds light on the intricacies of their adopted mindful practices and their resulting positive impact on employees and the organisation's overall well-being. Each of the case studies emphasises the unwavering commitment of organisational leaders to implementing mindfulness practices. This dedication stems from a profound understanding of the mutually beneficial relationship between mindfulness practices and sustainable organisational growth. Leaders' commitment to fostering mindfulness within their organisations contributed to a positive and transformative impact on both individuals and the collective well-being of the organisation.
Renowned companies such as Google, Salesforce, BCG, Cisco, Ultimate Software, Hilton, and Genentech have established dedicated mindfulness programs. In addition, organisations like Wegman Food Market, Edward Jones, Workday, Camden Property, and Kimpton Hotels seamlessly integrate mindfulness into their broader wellness initiatives. The extensive research underscores the substantial benefits of mindful practices to individual well-being and organisational success. However, it is imperative to recognise the diverse range of mindfulness interventions and tools employed across these organisations, creating significant variability. This variability challenges drawing universally applicable conclusions that can be generalised to other organisational contexts. Consequently, the authors' focus shifts to identifying and highlighting valuable lessons learned from the specific case studies of these organisations. Through this nuanced approach, the author aims to distil insights that can be adapted and applied across various organisational settings.
An unwavering belief in the positive impacts of meditation and mindfulness. This conviction has manifested in establishing dedicated mindfulness zones on each floor of the company's offices. These mindfulness zones serve as spaces for various activities, including yoga, meditation, and lectures from influential and spiritual speakers. Notably, these sessions are not exclusive to employees; they are extended to include the families of Salesforce employees. Implementing mindful practices at Salesforce has yielded tangible benefits, notably boosted employee productivity and concurrently reducing healthcare costs. This strategic emphasis on holistic well-being underscores the company's commitment to fostering a positive and supportive work environment. Salesforce founder Marc Benioff's visionary approach to incorporating mindfulness into the workplace aligns with a broader recognition of its profound impact on individual and collective organisational flourishing.
Google LLC has been an early adopter of mindfulness and innovative approaches, demonstrating a commitment to the well-being of its global workforce. The company provides its employees with mindfulness and wellness programs, encompassing initiatives such as Mindfulness-Based Stress Reduction programs, dedicated meditation rooms, meditation applications, and wellness centres designed for yoga and meditation practices. A flagship program, 'Search Inside Yourself,' has been offered to Google employees since 2007. This program has proven instrumental in harnessing employees' abilities to navigate complex problem-solving scenarios, enhance resilience, and improve teamwork skills. By incorporating such comprehensive mindfulness initiatives, Google has set a precedent for fostering a workplace culture prioritizing its staff's holistic well-being and professional development.
Boston Consulting Group (BCG) stands out as a company steadfast in its commitment to prioritizing the health and well-being of its employees. At the forefront of this effort is establishing a robust mindfulness community, accompanied by thoughtfully designed mindfulness programs and meditation workshops tailored for its workforce. The mindfulness community is a cornerstone for promoting a holistic approach to well-being, encouraging employees to engage actively in practices that enhance mental clarity and focus. BCG asserts that the mindfulness programs have yielded tangible benefits for its workforce. Notably, employees participating in these initiatives report enhanced moral reasoning, heightened creativity, and improved collective intelligence. These outcomes underscore the beneficial effect on overall dynamics of the workplace.
There are hurdles organisations encounter when implementing mindfulness programmes. There are complexities of creating a supportive culture for mindfulness within organisational settings and the significance of securing leadership buy-in to ensure the success of mindfulness programs. It also addresses the potential adverse effects of workplace mindfulness and the necessity of addressing mental health concerns in the workplace.
The studies shed light on several vital lessons from examining Fortune 500 organisations. These lessons provide insights into the opportunities and challenges of implementing mindfulness practices in organisational settings. The key takeaways from the case studies include:
  • Organisations that successfully incorporate mindfulness align their practices with the beliefs and values of their leaders. This alignment helps create a cohesive and supportive environment for mindfulness initiatives.
  • Mindfulness is not a myth. Instead, they emphasise that mindfulness is a tangible and existential reality within organisations, contributing to overall well-being and effectiveness.
  • Mindfulness practices are not one-size-fits-all; they vary across organisations. The uniqueness of each approach highlights that mindfulness is adaptable and can be tailored to suit the specific needs and context of each organisation.
  • Successful mindfulness implementation requires a strategic fit between the practices and the employees. Understanding the workforce's needs, preferences, and work culture is crucial for integrating mindfulness effectively.
  • Mindfulness practices yield substantial evidence-based outcomes. The case studies provide tangible evidence of mindfulness's positive impact on organisational performance, employee well-being, and workplace dynamics.
Despite these positive findings, the article acknowledges that implementing mindfulness practices may face resistance due to employees' existing attitudes and mindsets. To address this challenge, mindful trainers, coaches, and experts advocate for a gradual and accessible approach known as "Microdosed Mindfulness". This involves introducing small, manageable mindfulness practices that can be easily incorporated into daily routines. The goal is to familiarise individuals with mindfulness in a non-intrusive manner, allowing them to experience its benefits firsthand and gradually integrate it into both personal and corporate settings. This approach allows individuals to understand and embrace mindfulness, making it a practical and adaptable solution for diverse organisational contexts. Further, they believe that top-down and bottom-up trust in the process and patience to experience the results are crucial.

Conclusions

The integration of mindfulness practices into organisational settings represents a paradigm shift in how modern enterprises approach employee well-being, leadership development, and overall organisational effectiveness. As elucidated by the myriad case studies of Fortune 500 companies, mindfulness interventions, when thoughtfully implemented and aligned with organisational values, can yield substantial benefits in terms of enhanced productivity, improved emotional intelligence, and heightened resilience in the face of the BANI (Brittle, Anxious, Nonlinear, Incomprehensible) world. However, it is imperative to acknowledge that the implementation of mindfulness practices is not without its challenges, necessitating a nuanced and context-specific approach that takes into account the unique cultural and operational dynamics of each organisation.
The evolution of mindfulness from its Buddhist origins to its current incarnation as a corporate wellness tool underscores its versatility and adaptability. Nevertheless, as organisations continue to explore and expand their mindfulness initiatives, it behoves researchers and practitioners alike to maintain a critical lens, ensuring that these practices do not inadvertently blur the boundaries between personal and professional spheres or exert undue pressure on employees. The concept of "Microdosed Mindfulness" offers a promising avenue for introducing these practices in a gradual, accessible manner, potentially mitigating resistance and fostering a more organic integration into corporate culture. As we navigate the complexities of the modern workplace, mindfulness emerges not as a panacea, but as a powerful tool in the arsenal of organisational development, one that, when wielded with discernment and sensitivity, has the potential to cultivate more aware, resilient, and effective organisations.

References

  1. Siegel, R. D., Germer, C. K., & Olendzki, A. (2009). Mindfulness: What is it? Where did it come from?. In Clinical handbook of mindfulness (pp. 17-35). Springer New York.
  2. Bunjak, A., Černe, M., & Schölly, E. L. (2022). Exploring the past, present, and future of the mindfulness field: A multitechnique bibliometric review. Frontiers in psychology, 13, 792599. [CrossRef]
  3. Shapiro, S. L., Carlson, L. E., Astin, J. A., & Freedman, B. (2006). Mechanisms of mindfulness. Journal of clinical psychology, 62(3), 373-386. [CrossRef]
  4. Shapiro, S., Siegel, R., & Neff, K. D. (2018). Paradoxes of mindfulness. Mindfulness, 9, 1693-1701. [CrossRef]
  5. Saxena, N. C. (2021). Yogic Science for Human Resource Management in Public Enterprises. Public Enterprises 25(1-2), 27-38. [CrossRef]
  6. Asthana, A., & Asthana, A. N. (2012). Yogic science for human Resource management in business. World Applied Sciences Journal, 19(1), 120–130. [CrossRef]
  7. Creswell, J. D. (2017). Mindfulness interventions. Annual review of psychology, 68(1), 491-516. [CrossRef]
  8. Smith, M. C. (2024). Public Enterprise: A Systematic Literature Review. Public Enterprise, 28(1) 1-19. [CrossRef]
  9. Asthana, A. N. (2022). Impact of mindfulness on irrigation water consumption. Frontiers in Water, 4. [CrossRef]
  10. Shapiro, S., & Fitch, A. (2023). Self-Compassion and Mindfulness. In Handbook of Self-Compassion (pp. 19-31). Cham: Springer International Publishing.
  11. Bou, V. C. M. P. (2023). Reskilling Public Enterprise executives in Eastern Europe. Public Enterprise, 27, 1-25.
  12. Asthana, A. N. (2023). Prosocial behavior of MBA students: The role of yoga and mindfulness. Journal of Education for Business, 98(7), 378-386. [CrossRef]
  13. Glomb, T. M., Duffy, M. K., Bono, J. E., & Yang, T. (2011). Mindfulness at work. In Research in personnel and human resources management (pp. 115-157). Emerald Group Publishing Limited.
  14. Asthana, A. N. (2023). Reskilling business executives in transition economies: can yoga help? International Journal of Business and Emerging Markets, 15(3), 267-287. [CrossRef]
  15. Langer, E. J., & Moldoveanu, M. (2000). The construct of mindfulness. Journal of social issues, 56(1), 1-9.
  16. Pagnini, F., Maymin, P., & Langer, E. (2024). Mindfulness, curiosity, and creativity. Behavioral and Brain Sciences, 47, e110. [CrossRef]
  17. Asthana, A. N., & Tavželj, D. (2022). International Business Education Through an Intergovernmental Organisation. Journal of International Business Education, 17, 247-266.
  18. Badham, R., & King, E. (2019). Mindfulness at work: A critical re-view. Organization, 28(4), 135050841988889. [CrossRef]
  19. Case, P., & Gosling, J. (2010). The spiritual organization: critical reflections on the instrumentality of workplace spirituality. Journal of Management, Spirituality & Religion, 7(4), 257–282. [CrossRef]
  20. Chi Vu, M., & Gill, R. (2018). “Letting go of the raft” – The art of spiritual leadership in contemporary organizations from a Buddhist perspective using skilful means. Leadership, 15(3), 360–380. [CrossRef]
  21. Choi, E., Gruman, J. A., & Leonard, C. M. (2021). A balanced view of mindfulness at work. Organizational Psychology Review, 12(1), 204138662110369. [CrossRef]
  22. Stanley, S., Purser, R. E., & Singh, N. N. (2018). Ethical foundations of mindfulness (pp. 1-29). Springer International Publishing.
  23. Gethin, R. (2011). On some definitions of mindfulness. Contemporary Buddhism, 12(1), 263–279. [CrossRef]
  24. George, J. M., & Brief, A. P. (1992). Feeling good-doing good: A conceptual analysis of the mood at work-organizational spontaneity relationship. Psychological Bulletin, 112(2), 310–329. [CrossRef]
  25. Glomb, T. M., Duffy, M. K., Bono, J. E., & Yang, T. (2011). Mindfulness at Work. Research in Personnel and Human Resources Management, 30, 115–157. [CrossRef]
  26. Killingsworth, M. A., & Gilbert, D. T. (2010). A Wandering Mind Is an Unhappy Mind. Science, 330(6006), 932–932. [CrossRef]
  27. Moore, A., & Malinowski, P. (2009). Meditation, mindfulness and cognitive flexibility. Consciousness and Cognition, 18(1), 176–186. [CrossRef]
  28. Asthana, A. N. (2024). The Mechanism of Stress-Reduction Benefits Of Yoga For Business Students. The Seybold Report, 19, 198-208. [CrossRef]
  29. Purser, R. E. (2018). Critical perspectives on corporate mindfulness. Journal of Management, Spirituality & Religion, 15(2), 105–108. [CrossRef]
  30. Purser, R. E. (2018). Critical perspectives on corporate mindfulness. Journal of Management, Spirituality & Religion, 15(2), 105-108. [CrossRef]
  31. Purser, R. (2019). McMindfulness: How mindfulness became the new capitalist spirituality. Repeater.
  32. Purser, R. E., Ng, E., & Walsh, Z. (2017). The promise and perils of corporate mindfulness. In Leadership Matters (pp. 47-62). Routledge.
  33. Purser, R. E., & Milillo, J. (2015). Mindfulness Revisited. Journal of Management Inquiry, 24(1), 3–24. [CrossRef]
  34. Asthana, A. N. (2021). Effectiveness of Mindfulness in business education: Evidence from a controlled experiment. The International Journal of Management Education, 19(2), Article 100492. [CrossRef]
  35. Walsh, J. P. (1995). Managerial and Organizational Cognition: Notes from a Trip Down Memory Lane. Organization Science, 6(3), 280–321. [CrossRef]
  36. Vogus, T. J., & Sutcliffe, K. M. (2012). Organizational Mindfulness and Mindful Organizing: A Reconciliation and Path Forward. Academy of Management Learning & Education, 11(4), 722–735. [CrossRef]
  37. Vu, M. C., & Gill, R. (2017). Is there corporate mindfulness? An exploratory study of Buddhist-enacted spiritual leaders’ perspectives and practices. Journal of Management, Spirituality & Religion, 15(2), 155–177. [CrossRef]
  38. Gordon, M., Shapiro, S., & Quist-Møller, S. A. (2022). Historical Origins and Psychological Models of Mindfulness. In Biopsychosocial Factors of Stress, and Mindfulness for Stress Reduction (pp. 133-158). Cham: Springer International Publishing.
Disclaimer/Publisher’s Note: The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of MDPI and/or the editor(s). MDPI and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content.
Copyright: This open access article is published under a Creative Commons CC BY 4.0 license, which permit the free download, distribution, and reuse, provided that the author and preprint are cited in any reuse.
Prerpints.org logo

Preprints.org is a free preprint server supported by MDPI in Basel, Switzerland.

facebook logotwitter logolinkedin logo
MDPI Initiatives
Important Links
Subscribe

Disclaimer

Terms of Use

Privacy Policy

© 2024 MDPI (Basel, Switzerland) unless otherwise stated