How corporate mindfulness leads to organizational agility? Exploring the roles of employee knowledge sharing and resilience

Purpose

Drawing on Broaden and Build (B&B) theory, this study develops and tests a theoretical model to investigate how corporate mindfulness fosters organizational agility. The proposed model further examines the mediating role of knowledge sharing in the above relationship and the moderating role of employee resilience in the relationship between employee knowledge sharing and organizational agility.

Design/methodology/approach

The study sample consisted of 268 employees working in Pakistani service organizations. The SPSS Process macro was used to test the study hypotheses.

Findings

Corporate mindfulness was found to significantly positively impact organizational agility. Knowledge sharing partially mediated this relationship. However, the interaction effect of employee resilience in the knowledge sharing and organizational agility relationship was insignificant.

Research limitations/implications

Our study contributes to understanding one of the underlying mechanisms through which corporate mindfulness influences organizational agility. We discuss the study’s implications for theory and practice, limitations and directions for future research.

Originality/value

This study provides empirical evidence on the workplace mindfulness and organizational agility relationship. Moreover, this study presents a holistic view of mindfulness by considering its Eastern origins and Western adaptations and offers a unique angle of the Islamic perspective on mindfulness in the global south country. It acknowledges the critique of corporate mindfulness and emphasizes the balanced approach that can lead to positive organizational outcomes such as organizational agility.