Mapping mindfulness: a systematic review and a framework for developing organizational mindfulness capability

Abstract

Purpose This study aims to synthesize workplace mindfulness literature, identify research gaps, and propose a future agenda. Design/methodology/approach A systematic review of 53 peer-reviewed articles was conducted to examine the antecedents, mechanisms and outcomes of mindfulness at individual, interpersonal, and organizational levels. Findings The review reveals limited attention to multi-level outcomes and identifies a gap in exploring mindfulness as a moderator. It identifies a lack of structured approaches to building mindfulness as an organizational capability. A conceptual framework grounded in the resource-based view (RBV) is proposed, positioning mindfulness as a strategic asset that enhances employee well-being and organizational effectiveness. Research limitations/implications The review is limited to 53 articles. Nonetheless, it offers insights for advancing multilevel and theory-driven research on mindfulness. Practical implications The findings guide HRM and management practitioners in designing targeted mindfulness interventions to foster well-being, productivity and resilience. Originality/value This study provides a multi-level view of mindfulness, highlights its strategic potential and offers a research agenda to guide future inquiry.