Waking Up! Mindfulness in the Face of Bandwagons

By C. Fiol, E. O'Connor. 2003

489 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/84bdad089580b4edb0b471a3e303cebce47ed01b

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Managing Intractable Identity Conflicts (2009, background): “…views and polarizing stereotypes of the outgroup, they must develop the ability to let go of well-established patterns of perceiving and to begin to see things anew—a capacity that has been referred to as mindfulness (Fiol & O’Connor, 2003; Langer, 1989; Weick, Sutcliffe, & Obstfeld, 1999).”
Identification in Face-to-Face, Hybrid, and Pure Virtual Teams: Untangling the Contradictions (2005, background): “Their tendency to create clarity by ignoring threatening discrepancies between what is and what they think should be often results in a lack of accuracy (Fiol and O’Connor 2003, Stark et al. 2002).”
Outside directors and firm performance during institutional transitions (2004, background): “…outcome such as performance, outside observers often rely on positively valued behavior as a signal in making their judgments of a firm's management, therefore gradually fueling firms' interest in engaging in certain desirable behavior (Aldrich and Fiol, 1994; Fiol and O'Connor, 2003).”
Green shared vision and green creativity: the mediation roles of green mindfulness and green self-efficacy (2015, background): “Fiol and O’Connor (2003) assert that the benefits of mindfulness contain the attention of novel kinds of stimuli and change, expanded scanning, contextrelevant interpretation, taking different viewpoints into account, and appreciating different viewpoints are beneficial for creativity.”
Mindfulness Revisited (2015, background): “Over the last decade, the construct of mindfulness has garnered considerable theoretical interest among organizational scholars (Dane, 2011; Fiol & O’Connor, 2003; Levinthal & Rerup, 2006; Ray, Baker, & Plowman, 2011; Vogus & Sutcliffe, 2012; Vogus & Welbourne, 2003; Weick & Putnam, 2006; Weick &…”
Ambivalence in Organizations: A Multilevel Approach (2014, background): “…thinking, described in detail below, by making the issue conscious or at least attuning actors to what may otherwise remain nonconscious (Dane 2011) and by inhibiting the often reflexive narrowing of attention (Fiol and O’Connor 2003, Weick and Putnam 2006) that is the hallmark of domination.”
Enterprise Information Systems as Objects and Carriers of Institutional Forces: The New Iron Cage? (2004, background): “Managers can counter these pressures by focusing their environmental scanning activity on details relevant to current organizational conditions, and not simplifying interpretations of real-time information (Fiol and O’Connor, 2003).”
Organizing for Mindfulness (2006, background): “The literature, for example, contains claims that mindful conceptualizing can disrupt bandwagons (Fiol & O’Connor, 2003), improve coordination (Weick & Roberts, 1993), reduce the likelihood and severity of organizational accidents (Weick et al., 1999), aid information system design (Swanson &…”
Environmental Context, Managerial Cognition, and Strategic Action: An Integrated View (2008, background): “…action, our study represents an initial step in addressing the disconnect between the industry structure (Bain, 1956; Mason, 1957; Porter, 1985) and managerial cognition views (Barr et al., 1992; Bogner and Barr, 2000; Fiol and O’Connor, 2003; Sutcliffe and Huber, 1998) of strategic actions.”
Going Beyond the Dominant Paradigm for Information Technology Innovation Research: Emerging Concepts and Methods (2004, background): “(Fiol and O'Connor 2003; Swanson and Ramiller 2004) An organization innovates mindfully to the extent that it attends to the innovation with reasoning grounded in its own facts and specifics.”