Toward an Organizational Capability-Based Theory of Mindfulness for Social Justice

The impact of mindfulness on many organizational practices is well documented in the literature, but its influence on social justice issues has been largely overlooked. The present study attempts to fill this research gap and explain how mindfulness may lead to a higher collective orientation toward social justice issues in organizations. Drawing on microfoundations of organizational capability, we explain what resources and collective practices organizations may use to develop sensitivity in organizations toward social justice issues. By conducting an integrative literature review, we develop a framework that identifies the key microfoundations of a collective mindfulness capability for social justice, defined as an organizational capability that helps companies recognize and overcome social inequalities ingrained in their organizational practices by operating in a sustainable and ethical way. With this study, we contribute to extending the literature on mindfulness and organizational capabilities by examining the main mechanisms and interactions that contribute to developing a collective mindfulness capability for social justice. Moreover, by examining mindfulness from multiple perspectives (individual and collective), we contribute to research progressing towards a multi-level theory of mindfulness. Managerial implications and future research directions are also discussed.