Please use this identifier to cite or link to this item: https://hdl.handle.net/20.500.14279/32038
DC FieldValueLanguage
dc.contributor.authorIssac, Abraham Cyril-
dc.contributor.authorDhir, Amandeep-
dc.contributor.authorChristofi, Michael-
dc.date.accessioned2024-03-04T15:09:32Z-
dc.date.available2024-03-04T15:09:32Z-
dc.date.issued2024-01-01-
dc.identifier.citationJournal of Managerial Psychology, 2024en_US
dc.identifier.issn02683946-
dc.identifier.urihttps://hdl.handle.net/20.500.14279/32038-
dc.description.abstractPurpose: Mindfulness is the human ability to be fully present, aware of where we are and what we're doing. This study explores on the impact of mindfulness on different elements of knowledge management, knowledge creation, knowledge sharing and knowledge hiding. Design/methodology/approach: The authors undertake an inductive reasoning approach whereby they try to generate themes from specific observations and conceptualize the theory of mindfulness and knowledge transfer. Findings: This study finds out that mindfulness critically facilitates an open environment and enhances the clarity of thought which aids in effective knowledge creation. Such a realistic understanding about the present scenario encourages employees to share knowledge and equips them to collaborate and effectively work in teams. Surprisingly, this study also finds that mindfulness increases the result orientation to the extent that employees tried to hide knowledge from their co-workers targeting certain self-desired outcomes. In other words, similar to knowledge creation and knowledge sharing, mindfulness increases agenda-based knowledge hiding. Originality/value: The theory of mindfulness and knowledge transfer states that mindfulness increases knowledge creation, knowledge sharing and agenda-based knowledge hiding.en_US
dc.formatpdfen_US
dc.language.isoenen_US
dc.relation.ispartofJournal of Managerial Psychologyen_US
dc.rights© Emerald Publishing Limiteden_US
dc.subjectMindfulnessen_US
dc.subjectKnowledge creationen_US
dc.subjectKnowledge sharingen_US
dc.subjectKnowledge hidingen_US
dc.subjectLeadershipen_US
dc.subjectCovid-19en_US
dc.titleTrue knowledge vs empowering knowledge: conceptualizing a theory of mindfulness and knowledge transfer (TMKT)en_US
dc.typeArticleen_US
dc.collaborationCyprus University of Technologyen_US
dc.collaborationIndian Institute of Technologyen_US
dc.collaborationUniversity of Agderen_US
dc.collaborationNorth-West Universityen_US
dc.collaborationThe Norwegian School of Hotel Managementen_US
dc.subject.categoryEconomics and Businessen_US
dc.countryCyprusen_US
dc.countryIndiaen_US
dc.countryNorwayen_US
dc.countrySouth Africaen_US
dc.subject.fieldSocial Sciencesen_US
dc.publicationPeer Revieweden_US
dc.identifier.doi10.1108/JMP-05-2022-0217en_US
dc.identifier.scopus2-s2.0-85180841149-
dc.identifier.urlhttps://api.elsevier.com/content/abstract/scopus_id/85180841149-
cut.common.academicyear2023-2024en_US
item.fulltextNo Fulltext-
item.languageiso639-1en-
item.grantfulltextnone-
item.openairecristypehttp://purl.org/coar/resource_type/c_6501-
item.cerifentitytypePublications-
item.openairetypearticle-
crisitem.journal.journalissn0268-3946-
crisitem.journal.publisherEmerald-
crisitem.author.deptDepartment of Management, Entrepreneurship and Digital Business-
crisitem.author.facultyFaculty of Tourism Management, Hospitality and Entrepreneurship-
crisitem.author.orcid0000-0002-7457-2701-
crisitem.author.parentorgFaculty of Tourism Management, Hospitality and Entrepreneurship-
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