Dr Najam Ul Zia

Purpose

Despite widespread recognition of the importance of mindfulness in organizational science literature, little is known about how mindfulness motivates individuals to configure information processing and team member exchange relationships to increase creative process engagement. Drawing on motivated information processing theory, this study conceptualizes and empirically examines whether and how mindfulness motivates individuals toward creative process engagement.  

Design/Methodology/Approach

We collected data through an online survey from 311 respondents working in the Research and Development (R&D) departments of organizations in multiple industries in Pakistan. For analytical purposes, we have applied the structural equation modelling technique.

Findings

This study advances a different view of individual mindfulness on the creative process engagement in the following ways. First, mindfulness enables individuals to self-regulate in specific situations and become effective in fostering creative process engagement. Second, our study extends research on relational information processing by linking it to mindfulness and creative process engagement. Relational information processing partially mediates the relationship between mindfulness and creative process engagement. Third, our study highlights that mindfulness motivates individuals to focus more on developing quality working relationships, but they seem less willing to participate in idea generation and problem-solving solutions.

Originality

Our findings provide implications for research on mindfulness, creativity, and motivated information processing to enhance individuals’ creative process engagements. We also discuss the implications for executives on the relational and creative benefits of mindfulness.

Keywords: Mindfulness, team member exchange, relational information processing, motivated information processing, creative process engagement

Drawing upon insights from the trust literature, we conducted two empirical surveys with the front-line employees of firms in Pakistan investigating the factors influencing cognitive trust in artificial intelligence (AI). Study1 consisted of 46 in-depth interviews aimed at exploring factors influencing cognitive trust. Based on the findings of Study 1, we developed a framework to enhance employees’ cognitive trust in AI. We then conducted a quantitative survey (study 2) with 314 employees to validate the proposed model. The findings suggest that AI features positively influence the cognitive trust of employees, while work routine disruptions have negative impact on cognitive trust in AI. The effectiveness of data governance was also found to facilitate employees' trust in data governance and subsequently, employees' cognitive trust in AI. We contribute to the technology trust literature, especial in developing economics. We discuss the implications of our findings for both research and practice.

Previous research has proposed different determinants of the success and failure of technological innovation in industrial networks. However, following the recent COVID-19 pandemic crisis, distributors have been seeking to become more agile in identifying and transforming business processes to avoid failures. Although industrial practitioners have been broadly motivated to understand the effects of pandemics on business failure, the contingency factors that affect organizations in their responses to such sudden exogenous shocks remain unclear. Inspired by a burgeoning academic interest in viewing the COVID-19 pandemic as a digital accelerator, this paper examines how B2B distribution firms have been avoiding business failure by using their dynamic capabilities (DCs) in response to the sudden exogenous shocks caused by the pandemic. Based on data drawn from interviews conducted with a sample of B2B distribution firms, we argue that capitalizing on digital DCs—digital sensing (i.e., digital mindset crafting and digital scenario planning), digital seizing (i.e., engaging in strategic agility and balancing a digital portfolio), and digital transformation (i.e., navigating the innovation ecosystem, redesigning the internal structure, and improving digital maturity), —helps to prevent business failure during a pandemic.