This is a self-archived – parallel published version of this article in the publication archive of the University of Vaasa. It might differ from the original. Guest editorial: Mindfulness and relational systems in organizations: enabling content, context and process Author(s): Degbey, William Y.; Tarba, Shlomo; Zoogah, Baniyelme D.; Cooper, Cary Title: Guest editorial: Mindfulness and relational systems in organizations: enabling content, context and process Year: 2024 Version: Accepted manuscript Copyright ©2024 Emerald Publishing Limited. This manuscript version is made available under the Creative Commons Attribution–NonCommercial 4.0 International (CC BY–NC 4.0) license, https://creativecommons.org/licenses/by-nc/4.0/ Please cite the original version: Degbey, W. Y., Tarba, S., Zoogah, B. D. & Cooper, C. (2024). Guest editorial: Mindfulness and relational systems in organizations: enabling content, context and process. Journal of Managerial Psychology, 39(3), 229-240. https://doi.org/10.1108/JMP-04-2024-715 1 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. Mindfulness and relational systems in organizations: Enabling content, context, and process William Y. Degbey School of Management, University of Vaasa, Wolffintie 32, 65200 Vaasa, Finland. william.degbey@uwasa.fi Shlomo Tarba Birmingham Business School, University of Birmingham, Edgbaston, Birmingham, B15 2TT, UK. s.tarba@bham.ac.uk Baniyelme D. Zoogah DeGroote School of Business, McMaster University, 1280 Main St W, Hamilton, ON L8S 4L8, Canada. zoogahb@mcmaster.ca Sir Cary Cooper Alliance Manchester Business School, University of Manchester, Booth Street West, Manchester, M15 6PB, England, UK. cary.cooper@manchester.ac.uk mailto:william.degbey@uwasa.fi mailto:s.tarba@bham.ac.uk mailto:zoogahb@mcmaster.ca mailto:cary.cooper@manchester.ac.uk 2 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. Mindfulness and relational systems in organizations: Enabling content, context, and process Abstract Purpose – The purpose of this special issue is to advance research in the joint domains of mindfulness and relational systems in organizations. It seeks a greater empirical understanding of the role of content, context, and process that shapes mindfulness and relational systems across different levels from a managerial psychology perspective for effective human functioning in organizations. Design/methodology/approach – We review the literature and integrate the articles in the special issue to join the conversation. Findings – The literature overview shows substantial growth in the combined research domains of mindfulness and relational systems in organizations for the last decade (2014 – February 2024). Originality/value – We provide a brief overview of where extant research on the subject matter stands and summarize the articles in the special issue to illuminate how they build on and advance current research across a number of important topics in the areas of inquiry. Keywords mindfulness, relational systems, organization, content, context, process Paper type Research paper 3 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. Introduction Business organizations and the environments in which they function are facing grand challenges – complex problems that transcend corporate and country borders (Buckley et al., 2017; Degbey, Pelto, Öberg, & Carmeli, 2023; Howard-Grenville, 2021) and often involve social, psychological, economic, and technological issues (Eisenhardt et al., 2016) to which organizations need to respond. These challenges disrupt organizational processes and systems that influence employees’ and managers’ behaviors, attitudes, and well-being (McFarland et al., 2020; Vaziri et al., 2020). These challenges and similar unprecedented changes to the business world make it problematic for organizations and their workforce to (re)flourish without strong human-centered management (Pirson, 2017). As a result, there is a call for employees and managers to develop and adopt mindfulness, which represents monitoring one’s attention to and regulating it toward present events in a non-judgemental way (Brown, Ryan, & Creswell, 2007; Good et al., 2016; Reina & Kudesia, 2020), as well as build high-quality relational systems, e.g., strong relational attachments (Ehrhardt & Ragins, 2019) in work settings. Mindfulness and relational systems in organizations can enable managers and leaders to safeguard against threats posed by grand challenges, including radical technological disruption in the future of work (e.g., Balliester & Elsheikhi, 2018; Rodgers, Yeung, Odindo & Degbey, 2021; Rodgers et al., 2023), demographic changes (e.g., aging societies - Taneva & Arnold, 2018), and climate change (Falcke, Zobel & Comello, 2023). Moreover, given the tendency of contemporary organizations to favor collective outcomes over singular outcomes, examining the interactivity of mindfulness with relational systems can be vital to fostering 4 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. effective human functioning and eliciting positive outcomes. Yet, their joint influences are often not discussed. For instance, on the one hand, previous research has underscored the pivotal role of mindfulness in enhancing positive outcomes across vital spheres of life, e.g., fostering high- quality social interactions (Brown et al., 2007; Good et al., 2016), shielding against conflicts and social undermining (Yu & Zellmer-Bruhn, 2018), promoting innovative work behavior (Montani et al., 2020), nurturing romantic relationships (Carson et al., 2007), facilitating emotional regulation (Molina & O'Shea, 2020), empowering individuals with limited cognitive resources to multitask without experiencing mental fatigue (Kudesia, Pandey, & Reina, 2022), and cultivating a sense of interpersonal intimacy (Brown & Kasser, 2005). Additionally, research supports the importance of mindfulness in key aspects of interpersonal relationships, such as emotional intelligence (e.g., Baer et al., 2006; Brown & Ryan, 2003), which has a positive relationship with empathic perspective-taking and cooperative response patterns (Schutte et al., 2001). Furthermore, preliminary evidence indicates that mindfulness can protect against the suffering experienced by an individual who lost his/her social connectedness owing to social exclusion (Allen & Knight, 2005). On the other hand, relational systems research has long highlighted that human systems, in general, are relational (Schein, 1993) but can be severely damaged by crises, given that they disrupt and upend the connections and attachments of their system members (Kahn et al., 2013). However, we know little about how the underlying processes of relational systems, e.g., joint problem-solving, communication, and mutuality (Wynne, 1984), intermingle with mindfulness to foster favorable or minimize adverse outcomes in the work milieu. For instance, research highlights the demands of extreme conditions, such as the migrant crisis (Pécoud, 2020) and pandemics (Rigotti et al., 2020; Rudolph et al., 2020; Wright et al., 2020) and 5 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. possible ways to enable interventions. Such crises, as mentioned above, including other grand challenges, have serious consequences for migrants and ethnic minorities with respect to workplace diversity and inclusivity. Hence, positive relational systems and mindfulness across varying levels, such as individual, team, and organizational, can produce valuable managerial, social, and psychological understanding for inclusive organizing and workplace diversity for employees, including other minority groups, to flourish. Consequently, our special issue seeks to advance empirical knowledge regarding the joint role of mindfulness and relational systems in organizational settings. More specifically, it aims to expand understanding of the contents, contexts, and processes that undergird the combined research on mindfulness and relational systems in management and organization literature. Insights from these studies are likely to foster positive outcomes within the organizational setting, including creative process engagement (Awan et al., 2024), employee safety behaviors (Liu et al., 2023), team resilience (Degbey & Einola, 2020), employee retention (Degbey et al., 2021), employee work engagement (Conte et al., 2019), and employee innovative behavior (Wang, Meng & Cai, 2019) or minimize negative outcomes (e.g., pandemic-induced concerns on LMX-TMX relationships – Alo, Arslan, Tian & Pereira, 2023; employee career regret – Budjanovcanin et al., 2019; abusive supervision – Shen et al., 2019; unethical pro-organizational behavior – Xu & Lv, 2018). In the following section, we provide a ten-year snapshot of where the extant research stands. The current state of the field Our literature search in the leading management and organization journals (i.e., based on the British ABS 3 and above rankings) during the last decade (January 2014 to February 2024) indicated a growing trend in the phenomenon of mindfulness (see Figure 1). During this period, 6 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. a total of 308 articles on mindfulness alone were published in leading journals. Moreover, when we extended the search to include relational systems with mindfulness, we retrieved a total of 113 articles using the same search criteria. Figure 1. Mindfulness research in organizations (January 2014 to February 2024) (Source: Authors' creation) Overall, we observe growth in the number of studies in this research domain. For instance, in 2014, studies on mindfulness alone in the leading management and organizational journals were only 11 compared to 46 articles at the end of year 2023 (a growth rate of 76%). Additionally, we observe an overall upward trend in mindfulness research combined with studies on relational systems within the organizational setting (see Figure 2). For instance, in 2014, the combined studies on mindfulness and relational systems in the leading management and organizational journals were only three compared to 25 and 16 articles at the end of 2022 and 2023, respectively (a growth rate of 88% and 81%, respectively). 11 10 18 23 25 31 39 39 54 46 12 0 10 20 30 40 50 60 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 A rt ic le s Years 7 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. Figure 1. Combined research on mindfulness and relational systems in organizations (January 2014 to February 2024) (Source: Authors' creation) Besides the trend, the search showed underlying content, context, and process elements of mindfulness and relational systems, which help us understand key transformations in this area of research inquiry (Pettigrew, 1987; 2012). According to Pettigrew (1987), an inquiry into key transformations in organizations involves questions relating to the content, context, and process of the transformation coupled with the interactions between them. Specifically, we use author keywords to categorize each article (n = 113) into key content, context, process, and outcomes of mindfulness and relational systems research (see Table 1) to show how the final seven articles included in our Special Issue fit, complement, and advance extant scholarship in this research domain. We mark in bold fonts the elements of the seven articles that match prior research in Table 1. In the next section, we summarize the seven empirical articles. Table 1. Content, context, process, and outcome elements of mindfulness and relational systems’ research in organizations (January 2014 to February 2024) (Source: Authors' creation) [insert Table 1 here] 3 2 4 6 11 13 18 11 25 16 4 0 5 10 15 20 25 30 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 A rt ic le s Years 8 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. This Special Issue: The purpose of this special issue is to advance research in the joint domains of mindfulness and relational systems in organizations. To achieve that goal, we highlight how the articles focus on contents, contexts, and processes that shape mindfulness and relational systems across different levels in managerial psychology. We invited empirical submissions that explore the joint and interactive role of mindfulness and relational systems to expand the psychosocial understanding and effect of management in organizations. Out of thirty-one submissions, seven were accepted for publication after the review process. The seven articles advance and expand theory and practice on mindfulness and relational systems. In the first article, “Mindfulness and creative process engagement: The mediating role of workplace relational systems," Awan et al. (2024) draw on motivated information processing theory to empirically examine whether and how mindfulness motivates individuals toward creative process engagement. Their findings show that mindfulness enables individuals to self- regulate in specific situations and effectively foster creative process engagement while also extending research on relational information processing by connecting it with mindfulness and creative process engagement. Moreover, their findings emphasize that mindfulness motivates individuals to focus more on developing quality working relationships. They provide insight that suggests that even less willingness to participate in idea generation and problem-solving solutions has important implications for creativity within the work milieu. In the second article, “True knowledge vs. empowering knowledge: Conceptualizing a theory of mindfulness and knowledge transfer (TMKT)," Issac et al. (2024) explore the influence of mindfulness on different elements of knowledge management: knowledge creation, knowledge sharing, and knowledge hiding using an inductive reasoning approach. They found that mindfulness enables an open environment and improves thought clarity, which 9 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. helps in creating knowledge effectively. They add that a realistic comprehension of present situations inspires employees to share knowledge and prepares them for effective collaboration and teamwork. Moreover, in contrast to knowledge creation and knowledge sharing, they found that mindfulness fosters result orientation, which in turn produces the tendency of employees to hide knowledge from their co-workers by purposefully targeting specific self-centered outcomes. Beyond the positive outcomes of mindfulness, their paper illuminates the dark side of mindfulness concerning organizational knowledge management, such as agenda-based knowledge hiding, and thus provides an opening for future research to explore further. The third article, “Leader mindfulness and employee safety behaviors in the workplace: a moderated mediation study,” focuses on the effects of leader mindfulness on employee safety behaviors through the mediating and moderating roles of employee resilience and perceived environmental uncertainty, respectively. In the study, Liu et al. (2023) found that leader mindfulness has positive impacts on employee safety behaviors (i.e., employee safety compliance and safety participation), mediated by employee resilience. Moreover, they found that the impacts of leader mindfulness on employee resilience were moderated by perceived environmental uncertainty and the indirect effects of leader mindfulness on safety behaviors (i.e., safety compliance and safety participation) through employee resilience. In the fourth article, “Dark side of leadership and information technology project success: the role of mindfulness,” Mubarak et al. (2023) examine the impacts of despotic leadership on information technology project success through the mediating role of employees’ negative emotions and the moderating role of employee mindfulness. The authors found that despotic leadership increases employees' emotions, which in turn harms information technology project success. In addition, they found that employee mindfulness serves as a buffer that limits the damaging impact of despotic leadership on employees’ emotions. These 10 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. findings thus open avenues for future research and practice to further explore how project- based organizations can strive for project success amidst dark leadership styles. The fifth article, “Feeling stressed but in full flow? Leader mindfulness shapes subordinates’ perseverative cognition and reaction," also focuses on leaders. Xie and Feng (2023) found that problem-solving pondering transmits the nonlinear impact of challenge stressors on flow, whereby affective rumination mediates the negative effect of hindrance stressors on flow. In addition, they found that leader mindfulness increases subordinates’ inclination to ruminate concerning the positive aspects of challenge stressors, thereby enhancing their positive reactions and flow. Moreover, they found that leader mindfulness acts as a buffer that limits the damaging effects of affective rumination on the flow experience, even though it does not stop followers from ruminating less on hindrance stressors. The sixth article by Zhang et al. (2023), “Birds of a feather flock together? Leader– member trait mindfulness congruence effects on work outcomes” focuses on leadership. The authors employ person–supervisor fit theory to examine how leader–member trait mindfulness (in)congruence affect leader–member exchange and how the former indirectly influence taking charge. The authors found that leader–member exchange rises as leaders’ and members’ trait mindfulness are more aligned, such that leader–member exchange is higher when leader– member dyads are congruent at high levels compared to low levels. Concerning incongruence, they found that leader–member exchange is higher when the member's trait mindfulness goes above the leader's. Moreover, they found that leader–member exchange mediates the linkage between leader–member trait mindfulness (in)congruence and taking charge. The last article by Alo et al. (2023), “exploring the limits of mindfulness during the covid-19 pandemic: qualitative evidence from African context,” explores the linkage between the COVID-19 pandemic and the boundaries of mindfulness in an African organizational work 11 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. setting. They found that the pandemic-induced worries during its peak limit the practice of mindfulness, mainly due to the worsening already harsh economic conditions, social uncertainties, and institutional challenges in Africa. This, in turn, led to an absence of employee engagement and commitment, and ultimately negatively influencing the overall team performance and mindfulness at work. 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(2023). Birds of a feather flock together? Leader–member trait mindfulness congruence effects on work outcomes. Journal of Managerial Psychology, https://doi.org/10.1108/JMP-03-2022-0090 Yu, L., & Zellmer-Bruhn, M. (2018). Introducing team mindfulness and considering its safeguard role against conflict transformation and social undermining. Academy of Management Journal, 61(1), 324-347. 16 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. Content Process Context Outcome abusive supervision leadership development role conflict interpersonal processes COVID-19 agility affect LMX role self-awareness sensemaking health care abusive supervisory behavior aggression lodging recovery experience routines creative process engagement health IT work-life balance ambivalence management mindfulness rumination knowledge-sharing hostility information technology (IT) employee well-being anger managerial cognition sabotage feedback social media cognitive flexibility anomia managerial psychology safety coping mechanism university cognitive adjustment at work apology meaningful work safety behavior sensemaking agricultural supply chain psychological health and well-being attention meaningfulness safety climate relationship management smart tourism ambidexterity authentic leadership mind wandering safety compliance transformation social identity theory market agility authoritarian leadership moments of care safety participation integration daily diary goal attainment awareness moral awareness self-brand connection reconfiguration projects goal orientation blame attribution moral meaningfulness self-compassion management learning replication study job satisfaction boundary management moral reasoning self-control depletion governmentality healthcare consumers intended and unintended consequences brand ritual moral responsibility self-discrepancies segmentation emergency medical services organizational citizenship behavior business ethics motivation self-management sustainable processes smart tourism deviant behavior business model innovation motivational control self-managing teams mindful organizing individual level satisfaction capabilities motivational trajectory self-regulated attention information processing social constructionism environmental sustainability chronic mindfulness variability multiple identities self-regulation waste generation and recycling multi-source study extra-role performance cognitive rumination negative affect self-regulation impairment continuous improvement e-tourism burnout communication negative emotions self-transformation data analysis capability churches firm performance compassion negative mood silence development family firms green creativity consumer values negative rumination sleep quality integration standards organizations job performance contemplative leadership neuroticism social capital digital transformation hospitality industry employee creativity customer mistreatment nonapology social loafing mindfulness intervention buddhism counterproductive work behaviour 17 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. Content Process Context Outcome daily mindfulness shift online deviance social mindfulness knowledge sharing religion creative performance defensive silence opportunity recognition social relations information elaboration United States cultural adjustment dialogic conversation optimism social reproduction self-regulatory depletion multi-level analysis employee performance discernment organizational support systems social rumination error management mixed methods employee health displaced workplace deviance organizational attention social sharing of negative events employee resilience practice-based studies innovation dispositional employability organizational behavior socioemotional wealth change meta-analysis employee safety behaviors doubt organizational justice somatic engagement processing capacity serial mediation employee resilience ego depletion organizational mindfulness spillover mindfulness practices typology recovery emotional demands organizational norms spirituality perceived environmental uncertainty interviews organizational resilience emotional exhaustion organizational paranoia strain mindfulness training field study peer-focused OCB emotional intelligence organizational routines strategies Australia resources sustainability emotional labour ostracism stress Africa role conflict emotions other-regarding compassion stressors literature review task engagement empathic concern overwork subjective experience Saudi arabia task performance ethical leadership paranoid cognition surface acting digital detox team performance ethics of care patient luxury experience talents digital free tourism thriving ethics of leadership perceived authenticity task conflict social entrepreneurship social sustainability ethics of responsibility perceived CSR team job demands intrapreneurship firm performance family emotional exhaustion perceived health risks team mindfulness crisis work-home enrichment family incivility perceived homophily team relational stress entrepreneurial experience instigated workplace incivility fatigue perceived workplace safety practices team relationship conflict implicit mindfulness theory innovative behavior fear perception of organizational politics technostress Arabian gulf interpersonal citizenship forgiveness personal innovativeness in IT temporal focus stressor-detachment model taking charge global mindset political skill time pressure activation theory perceived internal career prospects 18 Rights statement: This is the authors’ version of the article that has been accepted for publication in the Journal of Managerial Psychology and undergone full peer review but has not been through the copyediting, typesetting, pagination and proofreading process, which may lead to differences between this version and the Version of Record. Content Process Context Outcome green mindfulness positive regard TMX path analysis turnover intention individual work reflection positive relationships top management mindfulness organizational level productivity insomnia primary appraisal training perceived as developmental group level work-life balance interpersonal deviance procedural justice enactment trait mindfulness conservation of resources theory car sharing behavior interpersonal interactions production deviance trust behavioral reasoning theory well-being interpersonal justice prosocial ethics user personality social reproduction theory corporate wellness interpersonal relationships psychological capital virtue ethics randomized controlled trial interpersonal sensemaking psychological detachment work boundaries functional leadership theory IT mindfulness psychosocial safety climate work relationships content analysis job attitudes purchase motivation work rumination experience sampling method job control quantitative demands work unit structure experience sampling methodology job crafting rationality workaholism experiment job demands relational climate work-based learning entrainment theory justice rule adherence relational organizational behavior work-home interference actor-partner interdependence model leader authenticity relational support systems workload behavioral reasoning theory leader humility respectful leadership workplace deviance dynamic capabilities view leader mindfulness retaliation workplace discrimination broaden and build theory leader-member congruence revenge workplace harassment qualitative research leader-member exchange rework workplace interactions diary study leadership rhythm workplace learning experience sampling method leadership behaviors ritualistic behaviors workplace ostracism Qualitative research