Nexus between workplace spirituality, open innovation mindset and job embeddedness: the role of self-efficacy and mindfulness Free

Job embeddedness is primarily known for reducing and predicting turnover and turnover intentions (Setthakorn et al., 2024). Moreover, it plays a critical role in improving employee outcomes, such as job performance (Karatepe and Ngeche, 2012; Zia et al., 2022), customer service performance (Chan et al., 2019), life satisfaction (Ampofo et al., 2018), and creative performance (Karatepe, 2016). Highly embedded employees are more likely to contribute positively by aligning their efforts with organizational citizenship behaviors, performing well, and investing in the overall well-being of the organization, rather than reducing their efforts or leaving the company (Shah et al., 2020). The retention of a talented workforce can be seen as a strong indicator for organizational excellence (Memon et al., 2020a; Alhajaj and Ahmad, 2024). Despite its significance, organizations continue to face challenges in retaining employees (Freire and Azevedo, 2024).

Smet et al. (2022) reported that 40% of the global workforce plans to leave their current jobs. Among these, 41% cited a lack of career development, and 31% pointed to a lack of meaningful work as their reasons for quitting. Fuller et al. (2022) similarly highlighted that 34% of the workforce is at risk due to the failure of C-suite leaders to provide opportunities for re-skilling and up-skilling. Additionally, the report noted that 44% of employees intended to leave their companies because they felt a lack of purpose and no longer identified with their organizations. More recently, Ahmed (2023) revealed that over 400,000 educated individuals have left Pakistan in search of job opportunities overseas. Due to skyrocketing inflation and the frequent devaluation of the country’s currency, employee retention has become a serious issue for firms. Highly qualified and skilled individuals are increasingly seeking employment abroad (Shair, 2024). These trends are alarming for organizations' talent management strategies. The loss of skilled professionals threatens both the survival and reputation of firms. Overall, this severely impacts job embeddedness within organizations.

Enhancing mindfulness can be a pathway to increasing employees' job embeddedness. Mindfulness is defined as the “state of being attentive to and aware of what is taking place in the present” (Brown and Ryan, 2003, p. 822). Furthermore, it has been characterized as a deliberate mental disposition that involves curiosity, openness, and acceptance of present experiences (Shahbaz and Parker, 2022). Kabat-Zinn (2003) describes mindfulness as an art form that can be cultivated through consistent efforts, both formally and informally. Previous research has shown a negative relationship between mindfulness and turnover intention (Lin et al., 2022), suggesting that organizations fostering mindfulness are more likely to retain their workforce, thereby enhancing job embeddedness. The question is, how can organizations effectively cultivate mindfulness among employees?

Workplace spirituality might be the key to developing mindfulness. The concept of workplace spirituality is rooted in interconnectedness (Mitroff and Denton, 1999; Dubey and Bedi, 2024). It is referred to as an experience of collaboration, interconnectedness, emotional closeness, and trust among employees, as well as meaningful work, enriched inner life, and a sense of community at work (Barik and Nayak, 2023). Large companies such as Starbucks and Google also recognize the benefits of spirituality (Mhatre and Mehta, 2023). Google employees have reported that meditation exercises significantly enhance their well-being (Watson, 2016). Workplace spirituality offers advantages to organizations, as it has been positively linked to employees' inner lives (Brophy, 2015), innovative work behavior (Afsar and Rehman, 2015), employee well-being (Koburtay and Syed, 2021), and employee engagement (Walt, 2018), among other factors. Thus, workplace spirituality remains a central focus for both managers and academics alike.

While workplace spirituality promotes desirable organizational outcomes, its synergy with self-efficacy may play an even greater role in fostering mindfulness. Self-efficacy is referred to as the “conviction that one can successfully execute the behavior required to produce certain outcomes” (Bandura, 1977, p. 193). Evidence suggests that individuals with self-efficacy maintain a positive attitude in complex work circumstances (Aftab et al., 2023; Bandura, 1986). Those with high self-efficacy set ambitious goals, do not shy away from high-risk tasks, remain steadfast in the face of challenges, and take ownership of their substandard performance (Nair and Sivakumar, 2020). Therefore, it is suggested that when employees experience meaningfulness in their tasks, have strong ties with their peers, trust well, and are confident in their competencies and skills (self-efficacy), they tend to be open, live in the present, and happily accept what is happening (mindfulness).

Another benefit of fostering workplace spirituality and mindfulness is the promotion of employees' open innovation mindset. Open innovation is defined as “the use of purposive inflows and outflows of knowledge to accelerate internal innovation and expand the markets for external use of innovation” (Chesbrough, 2006, p. 1). However, the success of open innovation largely depends on cultivating a culture and mindset that facilitate collaboration and address challenges such as the “Not Invented Here” syndrome (where knowledge sourcing is viewed as a cost, leading to resistance to external knowledge sharing) and the “Not Sold Here” syndrome (where knowledge sharing is seen as a loss of control, fostering negative attitudes toward sharing and disseminating knowledge outside the firm) (Engelsberger et al., 2022; Chesbrough, 2006). This culture is encapsulated in the concept of an open innovation mindset, which is defined as “collaboration with different partners in various phases of the innovation process, being attentive to resources available inside and outside the firm’s boundaries, and recognizing their importance for a firm’s performance” (Gomezel and Rangus, 2018, p. 5). It encompasses capabilities such as openness, positive attitudes toward knowledge sharing and sourcing, creativity, and a tolerance for risk and failure (Engelsberger et al., 2022; Özdemir et al., 2024). When individuals experience a sense of connectedness and trust, they are more likely to engage in collaborative efforts and exhibit creative behaviors. Thus, workplace spirituality and mindfulness are believed to enhance the free flow of knowledge between parties, thereby fostering innovation within organizations.

The purpose of this paper is multifaceted. First, it explores whether workplace spirituality enhances employees’ mindfulness. Second, it examines the positive impact of mindfulness on employees' job embeddedness and open innovation mindset. Additionally, it investigates how workplace spirituality influences job embeddedness and open innovation mindset through mindfulness. Lastly, the paper examines the moderating role of self-efficacy in the relationship between workplace spirituality and mindfulness. As a result, this paper contributes to the literature in several ways.

First, it focuses primarily on workplace spirituality and its indirect influence on job embeddedness and open innovation mindset through mindfulness. It explores how mindfulness acts as a mechanism linking workplace spirituality to outcomes such as job embeddedness and open innovation mindset. Previous studies have examined workplace spirituality in relation to job satisfaction (Walt and De Klerk, 2014; Aftab et al., 2023), work stress (Daniel, 2015), work engagement (Petchsawang and McLean, 2017), service delivery (Milliman et al., 2018), employee performance (Jena, 2022), innovative work behavior (Hunsaker and Ding, 2022; Saxena and Prasad, 2023), and occupational stress (Nawaz et al., 2024). However, none of these studies have explored the interrelationship between workplace spirituality, job embeddedness, and open innovation mindset. Secondly, while many mediators have been examined between workplace spirituality and outcomes, including organizational citizenship behavior (Jena and Pradhan, 2018), employee engagement (Milliman et al., 2018; Salem et al., 2023), job satisfaction (Zhang, 2020), and commitment (Jeon and Choi, 2021; Shah et al., 2023), there is a significant gap in the literature regarding the mediating role of mindfulness between workplace spirituality and its outcomes. This research fills that gap.

Lastly, this paper seeks to contribute to the existing literature by analyzing how belief in one’s capabilities can strengthen the relationship between workplace spirituality and mindfulness. Prior studies have examined several moderators between spirituality and outcomes, including organizational spirituality (Pawar, 2014), perceived organizational politics (Shrestha, 2017), the dark triad (Lata and Chaudhary, 2021), power-distance orientation (Zhang and Yang, 2021), religious affiliation (Jeon and Choi, 2021), and friendship networks (Kim and Song, 2024). However, none of these studies have conceptualized or validated the role that self-efficacy can play in enhancing the impact of workplace spirituality on mindfulness. Mohammed and Elashram (2022) recommended considering self-efficacy when examining workplace spirituality. Thus, this study not only fills this gap but also responds to a call for further research.

The paper is organized into several sections. The first part provides a brief introduction to the variables relevant to this study and their significance. The second part focuses on the theory and hypothesis development. This is followed by the methodology and results section. Afterward, the findings are discussed, supported by relevant literature. Finally, the paper presents the theoretical contributions, practical implications, and recommendations for future research.

Job Demands-Resources (JD-R) theory posits that all work settings or job characteristics can be classified into two main types: job demands and job resources (Demerouti et al., 2001; Bakker and Demerouti, 2014). Job demands refer to the physical, psychological, social, or organizational aspects of a job that require sustained cognitive and emotional effort or skills, which can be evaluated based on their physiological and psychological effects (Bakker and Demerouti, 2007). In contrast, job resources are the physical, social, or organizational aspects of the job that contribute to achieving work goals, mitigate job demands and their associated physiological and psychological costs, and foster personal growth, learning, and development (Bakker and Demerouti, 2007). Previous research has indicated that individuals are more prepared and willing to engage in their roles when they can manage various job-related stresses and employ coping strategies (Gruman and Saks, 2011). Drawing on JD-R’s assumptions, the present research positions workplace spirituality and self-efficacy as resources that help employees reduce their job demands. Specifically, workplace spirituality fosters a sense of purpose and meaning, serving as a buffer against stress and anxiety. Similarly, self-efficacy boosts employees' confidence in handling work challenges. As a result, employees feel motivated, find purpose, and enjoy their work, which is reflected in the concept of mindfulness. Individuals with high mindfulness have been shown to produce positive outcomes at work. Based on this discussion, the JD-R theory was adopted for this study.

Workplace spirituality is a well-established and widely acknowledged concept, with its origins traced to researchers such as Mitroff and Denton (1999), Piedmont (1999), and Dehler and Welsh (1994). These scholars argued that organizations perceived as spiritual by their workforce tend to be more profitable, primarily because spiritual fulfillment enables employees to express their authentic selves at work (Singh and Singh, 2022). Workplace spirituality is defined as “recognition of an inner life that nourishes and is nourished by meaningful work that takes place in the context of community” (Ashmos and Duchon, 2000, p. 139). It encompasses two key dimensions: engaging work and a sense of community. Engaging work refers to an intense sense of fulfillment and meaning, aligned with a greater purpose and a harmony between personal values and beliefs. A sense of community describes a feeling of connection and shared purpose among members of the organization (Kinjerski, 2012).

The presence of workplace spirituality enhances concentration levels and helps mitigate stress and anxiety to a certain extent (Karakas, 2010; Singh and Rangnekar, 2018), thereby contributing positively to individual well-being. Consequently, employees become more focused and find greater purpose in their work. Empirical evidence indicates that workplace spirituality positively influences employees' mindfulness (Jnaneswar and Sulphey, 2021; Petchsawang and McLean, 2017). From the perspective of JD-R theory, workplace spirituality serves as a job resource that fosters a positive work environment where employees experience a profound sense of purpose, connection, and well-being, ultimately making them more present and engaged in their work. Based on this, we hypothesize that:

Job embeddedness includes both work and non-work factors, across an organization and its surrounding community, which anchors an employee to the firm (Ahmad et al., 2023). Crossley et al. (2007) highlighted that job embeddedness is “composed of contextual and perceptual forces that bind people to the location, people, and issues at work” (p. 1031). It prevents employees from quitting their jobs and strengthens over time as their careers advance, making it more difficult to leave (Al-Ghazali, 2020). Employees with high mindfulness are likely less inclined to leave their organizations (Lin et al., 2022). Mindfulness enhances employees' awareness, leading them to form purposeful connections within the organization. They are present and actively seek meaning in whatever they engage in. Thus, employees with high mindfulness are likely to exhibit stronger job embeddedness.

From the JD-R perspective, mindfulness is considered a psychological resource that helps employees manage job demands more effectively and enhances their work performance (He et al., 2023). Grover et al. (2017) argues that individuals who are mindful can control their reactions, remain aware of their purpose and goals, and find meaning in their work, which helps them stay longer with their organization. Previous research has found a significant association between employees' mindfulness and their retention in organizations (Liu et al., 2024). Dane and Brummel (2014) discovered that employees who practice mindfulness demonstrate a lower intention to leave their jobs, as they are better equipped to handle the challenges of their work. Therefore, this study hypothesizes that:

Open Innovation Mindset is defined as “an individual’s values, attitudes, and beliefs that capture their openness towards knowledge sharing and sourcing both inside and outside organizational boundaries. These values serve as knowledge structures for making decisions regarding knowledge sharing and sourcing, which are crucial for open innovation performance” (Engelsberger et al., 2022, p. 195). Mindfulness can facilitate the transformation of creative ideas into reality (Brendel et al., 2016) and reduce employees' negative attitudes toward knowledge exchange (Chen et al., 2022). This aligns with the premise of an open innovation mindset, which emphasizes cultivating a positive attitude toward knowledge sharing and sourcing. Moreover, mindfulness fosters employees’ innovative behaviors (Wang and Wu, 2024), which can contribute to the development of an open innovation mindset. This is because mindfulness enhances an individual’s ability to remain focused in the moment, facilitating a heightened sense of awareness, openness to diverse perspectives, and collaboration.

From the perspective of the JD-R framework, mindfulness is considered a job resource that fully engages employees in their tasks and roles. High levels of mindfulness encourage employees to remain aware of emerging trends, ideas, developments, and challenges, making them more receptive to receiving and sharing knowledge to create value for the organization. As a personal resource, mindfulness reduces negative attitudes toward knowledge sharing and promotes greater knowledge-sharing behaviors (Chen et al., 2022). It fosters a positive psychological state in employees, enhancing their ability to communicate and share information effectively (Berraies and Chouiref, 2023; Khan and Zulfiqar, 2024). Evidence also suggests that mindfulness supports employees' innovative behaviors (Ilyas and Khattak, 2021). Based on these insights, this study hypothesizes that:

If workplace spirituality enhances mindfulness, and mindfulness leads to greater job embeddedness and an open innovation mindset, it is practical to assume that mindfulness may mediate this relationship. Simply put, mindfulness can act as a mechanism that connects an individual’s sense of purpose with their strong connection to the organization. For example, workplace spirituality strengthens individuals' connections with their job and organization, fostering self-reliance in finding a deeper purpose in their roles. This, in turn, increases mindfulness as it promotes employees' engagement and presence at work. Furthermore, a high level of mindfulness reduces employees' intention to quit, as it enhances their ability to self-regulate their emotions and attitudes (Andrews et al., 2014). Past research highlights those higher levels of mindfulness are associated with reduced job stress and a lower intention to leave the organization (Lee et al., 2020). Thus, mindfulness has the potential to connect workplace spirituality and job embeddedness.

Additionally, mindfulness is known to facilitate creativity (Byrne and Thatchenkery, 2019), openness to experience (Kaviani and Hatami, 2016), cognitive shifting (Moore and Malinowski, 2009), executive functioning (Zeidan et al., 2010), and knowledge exchange (Chen et al., 2022). Mindful individuals are less likely to experience past or future-oriented emotional reactions when they fail to achieve a goal (Good et al., 2016). These attributes are closely linked to an open innovation mindset (Engelsberger et al., 2022). Therefore, it is believed that mindfulness can transmit the impact of workplace spirituality on employees’ open innovation mindset.

From the JD-R viewpoint, mindfulness is considered a motivational process that facilitates high work engagement and meaningful work, while also promoting quality decision-making (Singh and Bamel, 2020). It helps employees stay focused, thereby enhancing their job embeddedness. Moreover, mindfulness is related to other skills and abilities, such as workplace creativity (Carson and Langer, 2006; Henriksen et al., 2020), which is essential for cultivating an open innovation mindset. Therefore, this paper hypothesizes that:

Self-efficacy is defined as “people’s judgments of their capabilities to organize and execute courses of action required to attain designated types of performances” (Bandura, 1986, p. 96). When employees experience meaningfulness in their tasks, maintain strong ties with their peers, trust well, and feel confident in their competencies and skills (self-efficacy), they tend to be more open, live in the present, and embrace their experiences with greater acceptance (mindfulness). Spirituality adds depth and meaning to work, fostering positive experiences that lead to self-affirmation. Workplace spirituality encourages individuals to develop a profound sense of self-assurance, which elevates their self-perception. Prior research has concluded that individuals with heightened self-efficacy are better equipped to handle adverse situations (Cabrera-Aguilar et al., 2023).

From the JD-R theory perspective, self-efficacy can be considered a personal resource (Rhee et al., 2017). It enables individuals to manage demands, improve motivation, and enhance commitment (Cabrera-Aguilar et al., 2023). This is because employees who are confident in their abilities demonstrate strong dedication towards achieving ambitious goals (Skaalvik, 2020). Such characteristics benefit organizations, as employees remain committed to attaining organizational excellence. Luberto et al. (2014) found a positive relationship between mindfulness and self-efficacy. Thus, this paper hypothesizes that:

Figure 1 illustrates the proposed conceptual model of the study.

The philosophical paradigm of this study lies in positivism, which emphasizes a strict empirical scientific method aimed at generating data and facts free from human interpretation and bias (Saunders et al., 2019). Quantitative research designs are generally associated with positivism, particularly when highly structured data collection techniques are used, where a large number of individuals are asked the same questions (Saunders et al., 2023). Moreover, quantitative research is primarily associated with survey approaches conducted through the use of questionnaires, structured observations, or structured interviews (Saunders et al., 2023). Therefore, a quantitative approach was well-suited for this study, as the data-driven methodology ensures objectivity in assessing patterns and correlations. This was achieved through the use of survey questionnaires, a common tool in quantitative research (Shah et al., 2023; Nawaz et al., 2024).

A 10-item scale for workplace spirituality was adapted from Kinjerski (2012). The dimensions of workplace spirituality included in this study are engaging work and sense of community. Seven items were used to measure engaging work, defined as “profound feelings of well-being, a belief that one is engaged in meaningful work that has a higher purpose, and an awareness of alignment between one’s values and beliefs” (Kinjerski, 2012, p. 390). A sample item is: “I experience a match between the requirements of my work and my values.” The Cronbach’s alpha for engaging work is 0.91 (Kinjerski, 2012). A 3-item scale was adopted to measure the sense of community (Kinjerski, 2012), which is defined as “feelings of connectedness to others and a common purpose” (Kinjerski, 2012, p. 391). A sample item is: “I experience a real sense of trust and personal connection with my coworkers.” The Cronbach’s alpha for sense of community is 0.87 (Kinjerski, 2012).

An 8-item scale for mindfulness was adapted from Kohls et al. (2009). Mindfulness is referred to as “the state of being attentive to and aware of what is taking place in the present” (Brown and Ryan, 2003, p. 822). A sample item is: “I am able to appreciate myself.” Mindfulness was used as a composite variable, including two dimensions: acceptance and presence. The Cronbach’s alpha for acceptance is 0.71, and for presence, it is 0.64 (Kohls et al., 2009).

A 7-item scale for job embeddedness was adopted from Crossley et al. (2007). Job embeddedness is defined as “a construct composed of contextual and perceptual forces that bind people to the location, people, and issues at work” (Crossley et al., 2007, p. 1031). A sample item is: “I feel attached to this organization.” The Cronbach’s alpha for job embeddedness is 0.88 (Crossley et al., 2007).

A 4-item scale for open innovation mindset was adapted from Gomezel and Rangus (2018). Open innovation mindset refers to “an individual’s values, attitudes, and beliefs that capture an individual’s openness towards knowledge sharing and sourcing both inside and outside organizational boundaries. These values are used as knowledge structures to make decisions regarding knowledge sharing and sourcing, which is critical to open innovation performance” (Engelsberger et al., 2022, p. 195). A sample item is: “I ask colleagues for their opinion on which improvements could be introduced.” The Cronbach’s alpha for open innovation mindset is 0.59 (Gomezel and Rangus, 2018).

A 6-item scale for self-efficacy was adopted from Şeşen et al. (2019). Self-efficacy refers to “people’s judgments of their capabilities to organize and execute courses of action required to attain designated types of performances” (Bandura, 1986, p. 96). A sample item is: “I feel confident analyzing a long-term problem to find a solution.” The Cronbach’s alpha value for self-efficacy is 0.91 (Şeşen et al., 2019).

A 5-point Likert scale was used to measure all items in the questionnaire, ranging from 1 (strongly disagree) to 5 (strongly agree). The questionnaire was submitted for expert validation before data collection, involving one associate professor and two assistant professors from a similar field of study (Memon et al., 2023). Except for some formatting issues, no other problems were identified.

Data were collected from employees across multiple sectors in Pakistan. McKinsey Quarterly highlighted significant employee turnover between April 2020 and April 2022 (Smet et al., 2022). The report revealed notable attrition rates across industries: 76% in retail, 72% in public and social sectors, 65% in finance and insurance, 64% in industrials, 55% in technology, media, and telecommunications, 54% in healthcare and pharmaceuticals, and 54% in education. Furthermore, Gallup (2023) reported that half of the population in the South Asian region is actively seeking new employment opportunities. Additionally, Pakistan is experiencing a substantial brain drain, with highly educated and skilled professionals emigrating for better job prospects abroad (Ahmed, 2023; Soomro, 2024). Over the past two years, a significant number of professionals across various sectors, including healthcare, education, technology, agriculture, and management, have left the country (Ahmed, 2023). This concerning trend highlights the timeliness of this paper, as it seeks potential ways to reduce employee turnover and enhance job embeddedness.

Initially, a pre-test was conducted to ensure questionnaire items are clear, effective and readable (Memon et al., 2017). The minimum recommended sample size for a pre-test is 5–15 respondents (Willis, 2005). Cognitive interviews were carried out, during which the respondents were asked to verbalize their thought processes, articulate their emotional responses, and provide judgments regarding their confidence in understanding the survey questions (Fisher, 2020; Memon et al., 2017; Neuert and Lenzner, 2016). No issues were reported. Additionally, a pilot study was conducted to ensure the study could be carried out successfully (Memon et al., 2017). A total of 36 samples were collected for the pilot study (Delice, 2010). The results of reliability analysis highlighted that all items were above the threshold value of 0.7. Thus, we proceeded with the main data collection.

A combination of purposive and snowball sampling techniques was utilized for data collection. Purposive sampling is a deliberate process of selecting participants or cases based on predefined criteria or characteristics most relevant to the study’s focus (Memon et al., 2025; Saunders et al., 2023). Specifically, this research employed criterion sampling, a specific type of purposive sampling, where participants were selected based on predefined criteria directly aligned with the research objectives (Edmonds and Kennedy, 2017). Respondents were required to hold permanent positions in their organizations, be between 18 and 24 years old, possess a minimum of 16 years of education, and have more than one year of work experience in their current organization. Employees with more than one year of experience were deemed capable of offering better insights into workplace spirituality, as they were more integrated into their organizations compared to those with only a few months of experience.

Respondents were approached via LinkedIn, a platform commonly used for data collection in prior studies (Roof, 2015; Bantha and Nayak, 2023). A LinkedIn search using company names as keywords enabled the researchers to identify employees from various sectors. Personalized messages were sent to potential respondents, including a link to the Google Form containing the survey questionnaire. The objectives of the study were outlined, and assurances of anonymity and confidentiality were provided. Upon receiving initial responses, the researchers expressed gratitude and requested respondents to share the questionnaire with colleagues in their organizations or industry acquaintances, employing a snowball sampling technique. Snowball sampling involves “participants referring researchers to others who have characteristics, experiences, or attitudes similar to or different from their own” (Cooper and Schindler, 2014, p. 152). This referral-based approach is particularly effective for reaching hard-to-access respondents (Cooper and Schindler, 2014) and was well-suited to the context of this study, given the challenges in accessing employees from public and private sector organizations. Although 201 responses were obtained, four samples were excluded for not meeting the outlined criteria, leaving a total of 197 viable responses.

Before data collection, an a priori power analysis using G*Power 3.1.9.7 was conducted to determine the minimum sample size needed to achieve sufficient statistical power for explaining the relationships in the model (Faul et al., 2007; Memon et al., 2020b). The results indicated that a minimum sample size of 77 was needed to achieve a power of 0.80 with a medium effect size (0.15). A total of 197 responses were collected, which is well above the required sample size.

Table 1 presents the demographic details of respondents involved in this research. The majority of respondents were male (63.95%). More than half (52.28%) had a Bachelor’s degree as their minimum level of education. Additionally, 55.32% held managerial positions, while 63.95% worked in the private sector. Respondents had varying levels of experience, ranging from one year to more than 15 years.

This study employed both procedural and statistical methods to reduce method bias (Podsakoff et al., 2003; Memon et al., 2023). First, the procedural methods were employed by attaching a cover letter to the questionnaire, which assured the respondents of anonymity and confidentiality. The respondents were also advised against highlighting personal and organizational names. Additionally, the cover letter explicitly mentioned that participation was completely voluntary and that participants could leave the survey at any time. Furthermore, efforts were made to pretest the questionnaire for better clarity by utilizing the cognitive interview technique. Second, the statistical method was employed, where a Common Latent Factor (CLF) test was conducted (Podsakoff et al., 2003). The variance was below 0.200, confirming the absence of method bias.

This research employed methods that posed no risk to the mental, physical, or emotional well-being of the respondents (Saunders et al., 2019). Confidentiality and anonymity were strictly maintained to prevent any research-induced distress. Respondents were fully informed about the objectives of the study, enabling them to make an informed decision regarding their participation. Additionally, their right to withdraw from the study at any time was respected without question (Saunders et al., 2019).

Partial least squares structural equation modeling (PLS-SEM), using SmartPLS 4.0 (Ringle et al., 2022) was employed to test the measurement model (internal consistency reliability, convergent validity, and discriminant validity) and the structural model (hypothesis testing). Internal consistency reliability refers to the degree to which the items capture the latent constructs, and it is measured through composite reliability (CR) (Richter et al., 2016). A CR value is acceptable if it is greater than 0.7 (Nunnally, 1978). The analysis indicates that the variables represent acceptable CR values, i.e. workplace spirituality (0.894), mindfulness (0.805), open innovation mindset (0.805), job embeddedness (0.890), and self-efficacy (0.873).

Convergent validity (CV) is defined as “the extent to which a measure correlates positively with alternative measures of the same construct” (Hair et al., 2014, p. 102). It can be assessed by examining the outer loadings of indicators and their average variance extracted (AVE) (Hair et al., 2017). A high outer loading indicates that an indicator strongly represents the construct. As a general guideline, an indicator’s outer loading should exceed 0.708. However, indicators with loadings between 0.4 and 0.7 are acceptable if the AVE of the construct is 0.5 or higher (Hair et al., 2017). Indicators within this range should only be considered for removal if their exclusion results in an improvement in internal consistency reliability or convergent validity beyond the required threshold (Hair et al., 2021).

In the first phase of the analysis, the AVE values for workplace spirituality and mindfulness were below 0.50, necessitating the removal of certain items (e.g. WS6–7, MF2–4, and MF6–7). This approach aligns with previous studies on workplace spirituality and mindfulness, which also excluded items with low loadings (Ngo et al., 2020; Faro Albuquerque et al., 2014). After removing these items, a subsequent analysis revealed improved AVE values for the constructs, all exceeding the 0.5 threshold. As shown in Table 2, the AVE values for workplace spirituality (0.514), mindfulness (0.579), open innovation mindset (0.510), job embeddedness (0.542), and self-efficacy (0.537) confirm the convergent validity of the model.

Next, discriminant validity (DV) was assessed. DV is “the extent to which a construct is truly distinct from other constructs by empirical standards” (Hair et al., 2014, p. 104). The Heterotrait-Monotrait ratio (HTMT) is utilized to evaluate DV. It is the “ratio of between-trait correlations to within-trait correlations” (Hair et al., 2017, p. 118). If the value of HTMT does not exceed 0.9, then DV is accomplished (Henseler et al., 2015). The results indicate that all values are within the threshold, thus indicating no discriminant validity issues in the study’s model. The results of DV are presented in Table 3.

To estimate the statistical significance of a parameter, the bootstrapping technique was employed. This involved generating 5,000 subsamples of the original data and performing a one-tailed significance test. As shown in Table 4, the results indicated that workplace spirituality (H1, β = 0.367, t = 5.343, ρ = 0.000) has a significant positive association with mindfulness. This suggests that workplace spirituality is essential for fostering mindfulness among employees. Additionally, mindfulness has a significant positive association with both job embeddedness (H2, β = 0.375, t = 5.390, ρ = 0.000) and an open innovation mindset (H3, β = 0.557, t = 8.470, ρ = 0.000). These findings highlight the pivotal role of mindfulness in employee retention and in cultivating an open innovation mindset.

Contrary to expectations, self-efficacy did not moderate the relationship between workplace spirituality and mindfulness (H6, β = −0.077, t = 1.951, ρ = 0.026). This implies that the presence of self-efficacy weakens the relationship between workplace spirituality and mindfulness. It is also worth noting that the direct relationship between self-efficacy and mindfulness (β = 0.345, t = 5.290, ρ = 0.000) was analyzed, even though it was not hypothesized. Therefore, (H6) is not supported.

Mediation analysis was conducted to test the mediating effect of mindfulness between workplace spirituality and job embeddedness (H4), as well as between workplace spirituality and an open innovation mindset (H5). Preacher and Hayes' (2008) indirect effect approach was employed, with a value of 0.5 indicating no mediation. The results indicate that workplace spirituality has a significant indirect effect on job embeddedness through mindfulness (H4, β = 0.138, t = 2.915, ρ = 0.004). Likewise, workplace spirituality has a significant indirect effect on an open innovation mindset through mindfulness (H5, β = 0.204, t = 4.325, ρ = 0.000). These findings confirm the role of mindfulness as a key mechanism linking workplace spirituality with both job embeddedness and an open innovation mindset among employees. The results are presented in Table 4 and illustrated in Figure 2.

We controlled for gender, education, years of experience, sector (e.g. public or private), and position (managerial or non-managerial) to help isolate the effects of the constructs of interest, thereby enhancing the reliability of the results (Jang, 1980; Memon et al., 2024). Controlling for these variables also helps mitigate the influence of external factors that could compromise the findings (Field, 2013; Memon et al., 2024). Prior research indicates that gender roles (Collins et al., 2014), education (Benson et al., 2004), years of experience (Ng and Feldman, 2010), sector (Jiang et al., 2012), and position (Afsar and Rehman, 2017) influence employee outcomes. Categorical variables, such as gender, education, sector, and position, were dummy coded, while years of experience was included as a continuous variable. Following the approach suggested by Bernerth and Aguinis (2016), we ran the model twice: once with control variables and once without. The analysis revealed no significant differences between the two structural models. Consequently, this study reports the results without controlling for these variables.

The findings suggest that workplace spirituality positively influences mindfulness (H1), implying that deriving meaning from work can help individuals stay focused and present-centered. This is consistent with the findings of Singh and Rangnekar (2018), who indicated that workplace spirituality can increase meaning in one’s work and promote mindfulness. Similarly, Jnaneswar and Sulphey (2021) found that workplace spirituality facilitates employees’ awareness of their surroundings, significantly improving mindfulness. Therefore, the findings make sense of the interrelationship between workplace spirituality and mindfulness.

The findings for H2 indicate that mindfulness has a positive effect on job embeddedness. This suggests that an employee’s ability to self-regulate and be fully present at work enhances their attachment to the organization, making them less likely to leave. The findings are congruent with previous research by Zivnuska et al. (2016), which supports the idea that employees who practice mindfulness experience reduced stress levels, potentially leading to career advancement and decreased intention to leave. Similarly, the results align with other studies that establish mindfulness as a stress mitigator, positively impacting employee retention (Lin et al., 2022; Lee et al., 2021). Thus, this finding is both interesting and acceptable.

The findings for H3 indicate that mindfulness predicts employees’ open innovation mindset. This suggests that increased attention to a broad range of internal and external surroundings enables employees to share and source knowledge. Salampasis et al. (2015) found that absorptive capacity—the ability to seek information internally and externally through active environmental inspection—leads to a mindset of knowledge sharing and encourages innovative thinking. Since an open innovation mindset relies heavily on knowledge sharing and sourcing, mindfulness strengthens these efforts by ensuring employees are fully present and aware of the requirements of both their job and the organization. Hence, mindfulness is integral to an open innovation mindset.

The findings for H4 indicate that mindfulness mediates the relationship between workplace spirituality and job embeddedness. This implies that employees with a sense of purpose are more present at work and have a better capacity for managing emotions, leading to stronger attachments to their job and organization, and a greater likelihood of remaining with the organization for a longer period. Existing literature supports the positive influence of workplace spirituality on mindfulness (Jnaneswar and Sulphey, 2021), and that mindfulness reduces turnover intention (Dane and Brummel, 2014). Dil and Çam (2024) found that mindfulness mediates the relationship between listening skills and anger management. Thus, the present finding validates mindfulness as a potential mechanism linking workplace spirituality and job embeddedness.

The results for H5 indicate that mindfulness mediates the relationship between workplace spirituality and an open innovation mindset. This implies that instilling workplace spirituality can nourish mindfulness, which could, in turn, encourage an open innovation mindset. This finding aligns with Singh and Rangnekar (2018), who found that workplace spirituality enhances calmness, reducing negative thoughts and increasing concentration levels, thereby promoting ingenuity and inventiveness. This enables employees to display openness, where knowledge is shared and innovative ideas are discussed and executed (Engelsberger et al., 2022; Gomezel and Rangus, 2018). Hence, workplace spirituality is essential for driving an open innovation mindset through mindfulness.

The findings for H6 reveal that self-efficacy does not moderate the relationship between workplace spirituality and mindfulness. Specifically, the results suggest that increased self-efficacy weakens the relationship between workplace spirituality and mindfulness. There are several ways to understand this unexpected yet interesting finding. Firstly, Perceptual Control Theory (Powers, 1973) suggests that increased self-efficacy may lead to a premature belief that the objective has already been achieved. Consequently, this may reduce employees' focus on the goal, thereby decreasing their mindfulness.

Secondly, individuals with high self-efficacy are typically self-reliant and tend to consider their individual capabilities and skills more important than external or spiritual forces. This heightened state of self-reliance may diminish their connection to workplace spirituality, making them less likely to seek a sense of purpose or connection at work. Thirdly, this finding is rooted in existing literature. Moores and Chang (2009) found that increased self-efficacy can lead to overconfidence, creating an unwavering belief in one’s abilities. Lastly, the demographic profile of this study indicates a gender disparity, with men outnumbering women. Men tend to be more overconfident than women (Bhandari and Deaves, 2006; Dahlbom et al., 2011), which could further explain why increased self-efficacy weakens the relationship between workplace spirituality and mindfulness.

Our research broadens existing theoretical perspectives by, first, identifying mindfulness as the underlying mechanism through which workplace spirituality influences job embeddedness and open innovation mindset. Specifically, this study suggests that employees who embody workplace spirituality are more focused and present at work, making them more likely to develop a strong sense of embeddedness while simultaneously fostering an open innovation mindset. This study contributes to the growing body of literature on workplace spirituality and its impact on various outcomes through mediators (e.g. Jena and Pradhan, 2018; Jeon and Choi, 2021; Salem et al., 2023). However, little research has examined mindfulness as a mediator between workplace spirituality and outcomes, particularly in relation to employees’ job embeddedness and open innovation mindset. Thus, this study extends existing literature and offers a fresh perspective by validating mindfulness as a robust mediating mechanism that transmits the effects of workplace spirituality to these outcomes.

Second, this study identifies mindfulness as an antecedent to job embeddedness and open innovation mindset. Employees who are present-centered, focused, and non-judgmental toward organizational incidents are better able to integrate into groups and form networks, which are essential for job embeddedness. Simultaneously, they are more likely to engage in collaborative initiatives and embrace external ideas, thereby fostering an open innovation mindset. Research suggests that mindfulness practices improve positive team climate, cooperation, social support, and group cohesion, enhancing productivity by cultivating a sense of connection and openness among individuals and breaking down boundaries between roles and titles within a group (Johnson et al., 2020). While mindfulness has been widely studied in relation to various outcomes (see Johnson et al., 2020; Lomas et al., 2017), its influence on job embeddedness and open innovation mindset remains largely unexplored in the existing literature.

Lastly, this study provides an intriguing finding regarding the moderating role of self-efficacy in the relationship between workplace spirituality and mindfulness. Contrary to prior literature that emphasizes the positive impact of self-efficacy (e.g. Ballout, 2009; Jimmieson, 2000; Simosi, 2012), this study found that self-efficacy weakens the relationship between workplace spirituality and mindfulness. Specifically, the results suggest that the presence of self-efficacy diminishes the positive effects of workplace spirituality on mindfulness. This highlights the complex and, at times, contradictory influence of personal resources like self-efficacy on psychological mechanisms. These findings open new avenues for future research by shedding light on the role of self-efficacy in the workplace spirituality-mindfulness relationship.

This study has numerous practical implications for organizations. First, the findings highlight the importance of workplace spirituality and its association with improved mindfulness, job embeddedness, and an open innovation mindset. Therefore, workplace spirituality should be considered an essential intervention for organizations seeking positive outcomes. Inculcating workplace spirituality takes time and effort. One way to achieve this is by establishing an environment that fosters a sense of purpose in employees and aligns their jobs and work with their values and belief systems. Meaningful work plays a key role in developing such a sense of purpose. Providing continuous and timely feedback, as well as recognizing employees' contributions, can help make their work more meaningful and increase their sense of connectedness, thereby enhancing workplace spirituality.

Second, the present study highlights mindfulness as another important factor that plays a key role in employees' job embeddedness and open innovation mindset. Regular mindfulness programs can be useful in increasing employees’ mindfulness (Devendhiran and Wesley, 2017). Particularly, corporate-based mindfulness training programs and meditation sessions can help foster employee mindfulness. Subscriptions to online applications that focus on mindfulness can also be beneficial for every generational cohort, especially for those belonging to younger generations. Regular breaks and providing spaces for self-reflection can further elevate employees' mindfulness levels. Such dedicated efforts not only increase employees' job embeddedness but also encourage them to share new ideas, thereby contributing to innovation performance.

Thirdly, managers are responsible for ensuring high job embeddedness among employees to increase retention and reduce turnover intentions. Although several traditional monetary and non-monetary interventions can help improve retention, employees’ fit with their job, culture and organization should be considered a top priority if the organizations aim to retain their top talent for a longer period (Memon et al., 2020a). One way to achieve this is through recruitment practices such as cultural fit assessments and job fit evaluations, which provide a better understanding of how well an employee aligns with the job, culture, and organization. Additionally, regular surveys and feedback can help continuously evaluate employee fit, thereby enhancing their job embeddedness.

Lastly, managers need to emphasize fostering an open innovation mindset within the organization, i.e. how willing employees are to share and source knowledge. Creating a sense of community, which is a key tenet of workplace spirituality, has been proven to reduce employees’ fear of loss due to knowledge sharing. When employees feel they are a key part of the community and feel secure, they are more likely to contribute by sharing what they know and what they believe will improve organizational functioning.

One way to inculcate an open innovation mindset is by rewarding employees for their knowledge-sharing efforts. This should be integrated into formal performance appraisals, so individuals view it as a core responsibility. Additionally, employees' voices should be encouraged—not just to raise concerns, but to share ideas that they believe could improve organizational processes. By continually encouraging and emphasizing this approach, organizations can cultivate an open innovation mindset as part of their long-term culture.

Similar to other studies, the current research has some limitations. First, this study employs a cross-sectional approach to test the proposed research model. Future researchers are encouraged to adopt a longitudinal design to gain a deeper understanding of the causality between variables. For example, future studies could explore how mindfulness evolves over time. Employees may initially demonstrate mindfulness, but added work pressures might diminish its presence. Such an approach would provide insights into the long-term impact of mindfulness in organizational settings.

Second, the demographics of this study indicate a majority of male respondents. Although we controlled for gender during the data analysis, we did not conduct a multigroup analysis to identify gender differences. Therefore, it is recommended that future research perform a multigroup analysis to investigate differences across genders. Additionally, the current study accounted for only two dimensions of workplace spirituality: engaging work and a sense of community. Future researchers should analyze the research model by assessing different dimensions of workplace spirituality. Fourth, the study examined mindfulness as the mediator. Future researchers may examine the intermediary role of other potential mediators, such as employee resilience and job crafting.

Finally, this study analyzed self-efficacy as the moderator. Future researchers are advised to examine other moderating variables, such as contextual variables (e.g. gender) and leadership styles (e.g. transformational and participative leadership), to better understand individual-level aspects and their impact on the study model. Additionally, since self-efficacy is a dimension of psychological capital, it is advised to assess psychological capital with all its dimensions as a moderator. This will offer a holistic understanding of an individual’s positive psychological resources, which can collectively enhance mindfulness and eventually job embeddedness and open innovation mindset.