Mental leaps: analogy in creative thought
Mental leaps: analogy in creative thought
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Interruptive Events and Team Knowledge Acquisition
Management Science
Innovating mindfully with information technology
MIS Quarterly
Mindfulness and the Quality of Organizational Attention
Organization Science
Edification: towards a philosophy for change management
International Journal of Information Systems and Change Management
Attentional Triangulation: Learning from Unexpected Rare Crises
Organization Science
Institutional pressures and mindful IT management: The case of a container terminal in China
Information and Management
CEO Ambivalence and Responses to Strategic Issues
Organization Science
When Truces Collapse: A Longitudinal Study of Price-Adjustment Routines
Organization Science
Microfoundations of Internal and External Absorptive Capacity Routines
Organization Science
Organizational Learning: From Experience to Knowledge
Organization Science
Theorizing Practice and Practicing Theory
Organization Science
Organization Science
Toward a Theory of Coordinating: Creating Coordinating Mechanisms in Practice
Organization Science
Manufacturing & Service Operations Management
Creative Projects: A Less Routine Approach Toward Getting New Things Done
Organization Science
Computational & Mathematical Organization Theory
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An important new stream of organizational research has emerged in recent years that draws on the notion of mindfulness. At the same time, there is a long-standing body of work in the organizations literature that emphasizes the role of routine-driven, or less-mindful, behavior. We attempt to connect these two seemingly disparate literatures arguing that, at a performative level, important elements of less-mindful processes are necessary elements underlying mindfulness. In particular, we note the role of established action repertories that facilitate the response to novel stimuli and how routines and established role structures enable mindfulness to be sustained across time and the span of the organization. Similarly, we note important elements of mindfulness that underlie less-mindful behavior, highlighting in particular the role of mindfulness in interpreting one's context so as to identify what constitutes appropriate action in a given circumstance and in interpreting outcomes that form the basis for processes of reinforcement learning. Although we emphasize the complementarity between the two perspectives, we also note points of tension regarding the opportunity costs of mindfulness and the theories' implied normative claims.