The Double-edged Sword Effect of Workplace Mindfulness on Interpersonal Counterproductive Behavior

Abstract

Abstract: Many companies have introduced mindfulness training to improve employees’ work effectiveness. However, recent researches have found that mindfulness may have a negative impact in the workplace. Based on trait activation theory, this study aims to examine a double effect of workplace mindfulness on employees’ interpersonal counterproductive behavior. Multiple-wave survey data of 862 employees collected from a high-tech company indicate that compassion for others mediates the relationship between workplace mindfulness and interpersonal counterproductive behavior and self-forgiveness mediates the relationship between workplace mindfulness and interpersonal counterproductive behavior. Perceived team cooperation moderates workplace mindfulness’ relationship with compassion for others and self-forgiveness as well as the above indirect effects. At a higher level of perceived team cooperation, the effect of workplace mindfulness on compassion for others and its indirect effect is strengthened, while the effect of workplace mindfulness on self-forgiveness and its indirect effect is weakened. This study reveals the double-edged effect of workplace mindfulness on interpersonal counterproductive behavior and inspires companies to dialectically treat mindfulness and its interpersonal influences.

Key words: workplace mindfulness, compassion for others, self-forgiveness, interpersonal counterproductive behavior, perceived team cooperation

Ni Dan, Zhang Mengyi, Zheng Xiaoming. The Double-edged Sword Effect of Workplace Mindfulness on Interpersonal Counterproductive Behavior[J]. Management Review, 2024, 36(7): 207-218.

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