Mindfulness and the Quality of Organizational Attention

By Karl E. Weick, Kathleen M. Sutcliffe. Organ. Sci., 2006

906 citations recorded by the source corpus.

Subfields: Clinical Psychology, Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/26440e6683227145b2f9d5b66e8e52a25d777437

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Citations in the corpus

The Why and How of the Integrative Review (2020, background): “Some of those who study mindfulness suggest it is possible to be both more focused on and more open to new information (Weick & Putnam, 2006; Weick & Sutcliffe, 2006); however, those who study information processing contend that limited processing capacity means one must sacrifice one for the other…”
Seeing More and Seeing Differently: Sensemaking, Mindfulness, and the Workarts (2010, background): “Rerup, Claus 2009 ‘Attentional triangulation: Learning from unexpected rare crisis’.”
Experiencing the Improbable: Rare Events and Organizational Learning (2009, background): “Theories of organizational attention posit that individuals and organizations have limited ability for dealing with diverse stimuli (Weick and Sutcliffe 2006).”
Technological Embeddedness and Organizational Change (2007, background): “…of IT-mediated organizational change might be enriched by considering the extent to which embedding organizational elements in technology requires a shift in the balance between mindful and less mindful behavior (Elmes et al. 2005, Langer 1989, Levinthal and Rerup 2006, Weick and Sutcliffe 2006).”
International attention and multinational enterprise performance (2008, background): “As their international experience increases, HQ executives also begin to engage in more sophisticated thought patterns that enrich the attention they pay to the international marketplace (Weick & Sutcliffe, 2006).”
Mindfulness, Big Five personality, and affect: A meta-analysis (2009, methodology): “Langer’s conceptualization of mindfulness shares some commonalities with the Eastern perspective; however, there are conceptual differences (Weick & Putnam, 2006; Weick & Sutcliffe, 2006).”
Which Problems to Solve? Online Knowledge Sharing and Attention Allocation in Organizations (2014, background): “While attention allocation can be mindful or less mindful (Levinthal & Rerup, 2006; Weick & Sutcliffe, 2006), we focus on deliberate decisions to allocate attention to solving particular problems, as manifested by whether or not an individual posts a response to a problem in an online discussion…”
Top management attention to innovation: The role of search selection and intensity (2009, background): “Attention intensity (Kahneman, 1973), and related concepts such as engagement (Ocasio, 2011) and mindfulness (Weick & Sutcliffe, 2006), are also critical factors that determine the extent to which people allocate cognitive capacity to attention processes by exerting effort relative to other tasks…”
Paying Attention to Mindfulness and Its Effects on Task Performance in the Workplace (2011, background): “Indeed, as some have suggested, mindfulness is at the reach of many individuals (including those who do not meditate) to the extent that they focus their attention on events and phenomena transpiring in the present moment (Giluk, 2009; Narayanan & Moynihan, 2006; Weick & Sutcliffe, 2006).”
Reflection and Mindfulness in Organizations: Rationales and Possibilities for Integration (2009, background): “From these origins in psychology, it was transferred to the organizational level in the context of research into error-free, reliable performance in high-reliability organizations (Weick, 1987; Weick and Sutcliffe, 2001, 2006; Weick et al., 1999).”
Organizational Mindfulness and Mindful Organizing: A Reconciliation and Path Forward (2012, methodology): “More recent theoretical work on organizational mindfulness has begun to link it to Eastern mindfulness (Weick & Putnam, 2006; Weick & Sutcliffe, 2006).”
The neuro-scientific foundations of the exploration-exploitation dilemma (2010, background): “The idea that broad attention is important in situations that are dynamic, ill-structured, ambiguous, and unpredictable is acknowledged in the management literature (Levinthal & Rerup, 2006; Weick & Sutcliffe, 2006).”