Information and Collective Mindfulness - A Methodological Replication Study

Abstract

This paper reinvestigates the cognitive theory of collective mindfulness on organizational Information Systems performance by conducting a methodological replication of Khan, Lederer, and Mirchandani’s (2013) study. Collective mindfulness in the context of organizational information systems (IS) has significant effects on effectiveness and performance. We found that upper management concern and support for IS influences organizational performance through collective mindfulness. Upper management concern for typical and atypical situations and their associated repercussions on performance require solutions in real-time and concern for alternative problem-solving methods. Collective mindfulness addresses the notion of a more in-depth and purposeful analysis of potential catalysts negatively affecting performance. Future studies are encouraged to strengthen this study through construct improvement including the addition of relevant dimensions to collective mindfulness.