This study aims to investigate the role of a mindfulness intervention in supporting employees during organisational uncertainty.
The authors used a qualitative approach involving 17 individual interviews and one focus group discussion from two organisations in the Czech Republic. Participants completed an eight-week mindfulness-based intervention. The data was analysed through the lens of job demands and resources.
The thematic analysis revealed that employees faced significant demands, including high workload, stress, and work-home conflict, exacerbated by organisational changes and the pandemic. The mindfulness intervention provided critical resources, such as stress-reducing techniques, social support, a sense of coherence, and a positive focus, which helped participants navigate these challenges. However, the intervention itself introduced new demands, such as time commitment and emotional effort, highlighting the dual nature of interventions during disruptions.
The authors aim to inform practitioners how mindfulness interventions for employees must be designed and ethically implemented to support them in times of uncertainty. Specifically, the authors emphasise the need for interventions to be context-sensitive. Ethical mindfulness implementation requires that interventions remain voluntary and accessible, preventing situations where employees feel pressured to participate as a means of demonstrating resilience.
This research adds to the field of workplace learning by demonstrating how mindfulness interventions can serve as experiential learning opportunities that build employee resilience and coping skills during organisational turmoil. It highlights mindfulness’s dual role as both a personal development tool and a structured learning process that enhances employees’ capacity to navigate change and uncertainty.
Introduction
The world is experiencing an extreme time of disruption and uncertainty: War in multiple countries, the energy crisis, instability in the financial market, and the threat of an economic crisis are affecting many organisations and their employees. Future research has yet to reveal the extent of this impact on employee well-being. However, evidence suggests that the COVID-19 pandemic has had a negative effect on well-being (Kniffin et al., 2021).
A typical response of organisations to their dynamic environment is mergers, acquisitions, and organisational changes (Cooke et al., 2021). Such processes are often associated with negatively impacting the employees’ well-being. The merger and acquisition (M&A) procedure may include layoffs, reorganisation, or changes in business culture (van Dick et al., 2006). In addition, M&As have been associated with employee anxiety, feelings of ambiguity, lower productivity, job insecurity, lower self-esteem, burnout and mental and physical illness (Smollan, 2015).
Considering those adverse effects, M&As have stimulated intense research on the measures organisations may implement to support employees during M&A processes (Cooke et al., 2021). Given these challenges, exploring interventions that can mitigate these adverse effects and support employee resilience is essential. One promising approach is mindfulness-based interventions (Creswell, 2017; Galante et al., 2021; Querstret et al., 2020), which have shown to improve mental health and well-being (van Agteren et al., 2021) in various organisational contexts (de Bruin et al., 2020; Rupprecht et al., 2018).
A meta-analysis of 83 randomised controlled trials on unguided mindfulness-based self-help revealed that even minimal interventions can greatly improve overall psychological well-being and significantly lower the incidence of mental health issues (Taylor et al., 2021). Mindfulness supports cognitive health, well-being, performance, and prosocial behaviour and reduces work stress (Hilton et al., 2019; Janssen et al., 2018; Kersemaekers et al., 2018). Mindfulness, focusing on present-moment awareness, non-judgemental observation and acceptance, is well-suited to helping employees navigate the stress, ambiguity, and rapid changes associated with M&As and other organisational disruptions. Moreover, it positively influences working relationships and teamwork collaboration (Cleirigh and Greaney, 2015). Furthermore, a meta-analysis by Vîrgă et al. (2021) found that combining mindfulness with positive psychological interventions is one of the most effective ways to enhance employee engagement. While other positive psychology interventions contribute to employee well-being, mindfulness uniquely integrates cognitive, emotional, and physiological benefits, making it one of the most comprehensive workplace interventions. Mindfulness is the practice of intentionally focusing on the present moment with awareness, openness, and without judgement (Kabat-Zinn, 2023). It involves paying attention to thoughts, emotions, and bodily sensations while cultivating acceptance and self-compassion. In the workplace, mindfulness plays a vital role by enhancing attention and influencing cognitive, emotional, behavioural, and physiological processes. These effects broadly improve key outcomes such as performance, relationships, and overall well-being (de Bruin et al., 2020; Hilton et al., 2019). Beyond incorporating positive psychological interventions like the 10-finger gratitude practice, mindfulness is specifically designed to reduce stress and support overall mental health, fostering a healthier and more balanced work environment (Rupprecht et al., 2018; Virgili, 2015).
Yet, further research is needed to find out how mindfulness interventions can act as support mechanisms for employees in the context of uncertainty (Cooke et al., 2021). In the context of uncertainty, a research gap can thus be identified in the lack of comprehensive studies focusing on the resources a mindfulness intervention can provide and strengthen to support employees in coping with the demands of change. While there is a growing body of research on the application of mindfulness in various settings such as schools, workplaces, and healthcare, there is limited exploration into the underlying factors that drive the success of these interventions (Carsley et al., 2018). Existing studies have primarily assessed mental health, stress, resilience, and performance outcomes. Still, there is a need for more in-depth investigations into the processes through which mindfulness interventions exert their effects. Understanding these mechanisms is crucial for optimising the design and implementation of mindfulness programs, tailoring them to different populations, and enhancing their overall impact (Chiesa and Serretti, 2014).
While some studies link Mindfulness to job demands and resources (see Dust et al., 2021; Kumprang and Suriyankietkaew, 2024; Schubin et al., 2023), there is a gap in the literature, specifically in qualitative studies showing how mindfulness intervention can contribute to employee well-being.
Although previous research has demonstrated the potential of mindfulness to enhance well-being, there is a lack of understanding regarding how mindfulness interventions can be specifically designed to support employees during organisational uncertainty, such as M&A. This study seeks to address this gap by using qualitative methods to investigate the particular resources and mechanisms through which mindfulness can assist employees in navigating these distinct challenges. The main objective of this study is thus to explore how a mindfulness intervention aimed at promoting well-being and protecting mental health supports employees during times of uncertainty caused by M&A and the aftermath of the pandemic. Additionally, we position mindfulness intervention as a job resource in highly demanding learning environments, such as the M&A context, where employees must continuously adapt, process new information, and manage high levels of stress.
Challenges of employee well-being in organisations
In a context of organisational uncertainty, organisations encounter strategic, structural, and job-related uncertainties that significantly affect employee well-being (Ngirande, 2021). Employee well-being during uncertain times is not uniform, as it varies according to individual perceptions and circumstances (Ruppel et al., 2022). However, organisational changes have a foremost negative impact on employee well-being (Ruppel et al., 2022). The COVID-19 pandemic’s impact on employee well-being is a well-researched example, showing increased uncertainty, anxiety, loneliness, and job burnout among employees (Kniffin et al., 2021; Tuzovic and Kabadayi, 2020). Similarly, other forms of organisational change, such as M&A, introduce high levels of uncertainty, triggering anxiety and distress as employees navigate potential changes to their job roles and prospects (Joshi et al., 2020).
The deleterious effects of such disruptions are evident in increased stressors and threats to employee well-being, underscoring the necessity for effective support mechanisms to mitigate these challenges (World Health Organization, 2022). Thus, addressing employee well-being amidst organisational uncertainty necessitates targeted strategies to manage the diverse impacts on individuals.
Theoretical framework
The underlying theory for employee well-being is the Job Demands-Resources (JD-R) Theory by Bakker and Demerouti (2007). It posits that balancing job demands and job resources influences employee well-being. Job demands refer to a job’s physical, psychological, social, or organisational aspects that require sustained effort and are associated with physiological or psychological costs. Examples include high workload and emotional strain. In contrast, job resources help achieve work goals, reduce job demands, and stimulate personal growth. Examples of job resources include social support from colleagues or supervisors and autonomy in decision-making. The theory suggests that a good balance between demands and resources enhances employee well-being and job performance. In contrast, an imbalance, particularly high demands paired with low resources, can lead to burnout and reduced well-being (Bakker and Demerouti, 2017). Crises tend to increase job demands and, therefore, highlight the importance of job resources to protect employee well-being (Demerouti and Bakker, 2023). Expanding on this model, the Job Demand-Control-Support (JDCS) model (Karasek and Theorell, 1990) highlights autonomy and social support as key protective resources, while the Conservation of Resources (COR) theory (Hobfoll, 1989) further emphasises the importance of preserving and accumulating psychological resources to maintain well-being. Additionally, Psychological Capital (PsyCap) (Luthans et al., 2007) underscores resilience, optimism, efficacy, and hope as internal resources that enhance learning and adaptability, while the Effort-Recovery Model (Meijman and Mulder, 1998) reinforces the necessity of resource replenishment to sustain long-term performance and well-being.
In high-pressure workplace environments, where employees face heightened uncertainty, employers can implement workplace interventions that enhance job resources and support employees in coping with job demands to foster employee well-being (Tetrick and Winslow, 2015).
Mindfulness interventions as a resource
Mindfulness interventions have gained increasing attention over the past decades as a workplace strategy to enhance psychological resilience in high-pressure environments. Mindfulness supports mental health, well-being, and performance and reduces work stress (Lomas et al., 2017). Mindfulness enhances emotional stability and self-regulation (Taylor et al., 2021). It also positively influences working relationships, teamwork, and collaboration (Cleirigh and Greaney, 2015). Moreover, it lowers carryover conflicts from the workplace to the family environment and vice versa (Allen and Paddock, 2015; Kiburz et al., 2017), which may be due to the fact that mindfulness helps to reduce negative feelings (Finkelstein-Fox et al., 2019; Meeks et al., 2019). By enhancing self-regulation and cognitive flexibility, mindfulness not only mitigates job strain but also fosters psychological resilience (PsyCap), preserves resources (COR), and facilitates recovery from stress (Effort-Recovery Model). Positioned within the JD-R model, mindfulness interventions act as a strategic resource that enhances workplace learning, supports well-being, and enables employees to sustain engagement in highly demanding organisational settings.
Mindfulness and M&As
Previous studies set out to investigate the impact of mindfulness during M&A: Hutzschenreuter et al. (2014) examine the effects of mindfulness and acquisition experience on acquisition performance, shedding light on how mindfulness can affect task performance during acquisitions. A common challenge during organisational transformation is the feeling of being overwhelmed by the changes (Schmitt et al., 2024). While external factors might be beyond the control of the individual, mindfulness has proven to foster how individuals modulate their responses to external events. Mindfulness can enhance both the quantity and quality of our reactions to stimuli, promoting mental stability, self-regulation, and enhanced capability to navigate challenges, impacting not only our physical well-being but also our interaction with the environment (Good et al., 2016). Research further suggests that mindfulness can significantly moderate psychological responses to M&A, primarily by shaping cognitive evaluations and emotional reactions. Several mechanisms can explain this. First, mindfulness shortens the emotional life cycle (Desbordes et al., 2015), reducing the time it takes for emotional arousal to peak and return to baseline. Second, mindfulness decreases reactivity to emotional stimuli (Arch and Craske, 2010; Ortner et al., 2007) as it encourages a more neutral response to external triggers.
Additionally, mindfulness practice leads to a reduction in the fluctuation of emotional states (Greco et al., 2011). For example, Charoensukmongkol's (2017, 2016) studies show that while mindfulness may not directly decrease behavioural resistance to M&A, it indirectly achieves this by improving cognitive appraisal and emotional processing. Mindfulness practised and applied by change agents also fosters supportive environments that encourage psychological safety, allowing employees to express their concerns and adapt more smoothly to new organisational cultures (Charoensukmongkol, 2017). These research studies emphasise the significance of considering mindfulness in the context of M&A to potentially improve performance outcomes and the well-being of employees.
However, despite the promising findings, there is a gap in understanding how mindfulness programs can be specifically tailored to meet the diverse needs of employees during such complex organisational changes. Our study aims to fill this gap by exploring the specific mechanisms through which mindfulness can enhance employee well-being in the context of M&A. By focusing on the direct experiences of employees and the impact of tailored mindfulness interventions, our research seeks to provide deeper insights into how these practices can be effectively integrated into organisational strategies to support employees during periods of significant change.
Research question
The objective of this study is to explore how a mindfulness intervention aimed at promoting well-being and protecting mental health supports employees during times of uncertainty caused by M&A and the aftermath of the pandemic. We wish to address the following research question:
How does a mindfulness intervention support employees in coping with job demands during organisational change?
To gain a more nuanced understanding of how the intervention enhanced job resources and provided coping mechanisms for demands, we chose a qualitative approach. This allows us to firstly capture the perspective and experience of individual participants and second to gain detailed insights into the working mechanisms of the intervention as well as the context in which it was implemented. Our approach is grounded in a constructivist epistemology, which assumes that reality is socially constructed and that individuals interpret their experiences within a specific context (Guba and Lincoln, 1994). By focusing on participants’ subjective accounts, we acknowledge that meaning is co-constructed through their lived experiences, emphasising the importance of context, interaction, and interpretation in understanding how mindfulness interventions function in the workplace. This enables us to identify unforeseen effects and the subtle dynamics that quantitative measures might overlook (Manzano, 2016).
Method
Sample
The sample consists of intervention participants of a mindfulness intervention. The intervention was implemented in two corporate organisations located in the Czech Republic. One organisation is an IT company with approximately 150 employees, and the other is a marketing company with approximately 250 employees. Participants were selected using purposive sampling to ensure a diverse range of experiences and perspectives. This approach enabled the collection of rich, meaningful data closely aligned with the study’s objective.
Collecting the qualitative data, participants were interviewed shortly after the intervention using a semi-structured guide for intervention process evaluation. The sample comprises 17 interviews and one focus group discussion with five participants (Table 1). The interviews were around 45 min long, and the focus group discussion was 90 min. All participants gave their informed consent, and ethical approval was obtained for the data collection. The data collection was considered as complete once theoretical saturation was reached.
Interview and focus group participants
| ID | Organisation | Gender |
|---|---|---|
| Participant 01 | 1 | Male |
| Participant 02 | 1 | Male |
| Participant 03 | 1 | Female |
| Participant 04 | 1 | Male |
| Participant 05 | 1 | Female |
| Participant 06 | 1 | Female |
| Participant 07 | 1 | Female |
| Participant 08 | 2 | Female |
| Participant 09 | 2 | Female |
| Participant 10 | 2 | Male |
| Participant 11 | 2 | Male |
| Participant 12 | 2 | Male |
| Participant 13 | 2 | Male |
| Participant 14 | 2 | Male |
| Participant 15 | 2 | Male |
| Participant 16 | 2 | Male |
| Participant 17 | 2 | Male |
| Focus group | 1 | 4 Female, 1 male |
Source(s): Authors’ own work
Mindfulness intervention
The intervention is designed as an eight-week online group course with weekly sessions of two hours each. Each session focuses on different mindfulness techniques based on principles and techniques of Mindfulness-Based Cognitive Therapy (Segal et al., 2002), modified and adapted into an eight-week program consisting of training in mindfulness techniques, supportive group discussion and theory (King, 2019). This eight-session program introduces mindfulness and its application to daily life. Sessions cover: mindfulness introduction and autopilot (Session 1); mindful connection to energy, emotions, experiences, and body (Session 2); present moment awareness and breathing exercises (Session 3); recognising reactivity and developing constructive patterns (Session 4); kindness and compassion (Session 5); deepening awareness of thought processes (Session 6); working with the zone of influence (Session 7); and program summary with guidance for continued practice (Session 8). The intervention was led by trained facilitators who were certified in mindfulness by the Oxford Mindfulness Foundation. Participation in the intervention was voluntary and offered to all employees in the two organisations. Due to restrictions implemented during the COVID-19 pandemic, the intervention was facilitated in a synchronous online format. The facilitator encouraged active participation from all participants, which included having cameras and microphones turned on during the sessions, actively applying the techniques discussed, and engaging in group discussions.
Participants were recruited through email by HR representatives of both organisations. Each organisation offered three different starting points for the first session. Participants received a calendar invite for all sessions after registration. Besides the initial recruitment emails, there were no further reminders to attain more participation.
In total, 96 people participated in the intervention, with an average attendance rate of 65%.
Research context
The intervention took place in 2021 and 2022. Thus, it coincided with the COVID-19 pandemic, with social distancing measures in place. Despite this, both organisations were acquired by a larger organisation. The merging procedure occurred during the intervention period.
Data analysis
In alignment with the research objective, this study will adopt a qualitative research design using thematic analysis (Braun and Clarke, 2021). Thematic analysis was chosen for its flexibility and ability to provide a rich, detailed, and complex account of data, making it particularly well-suited to explore the nuanced experiences of employees during organisational change. The data was analysed employing Braun and Clarke’s six-phase approach:
familiarisation with the data;
coding;
searching for themes among codes;
reviewing themes;
defining and naming themes; and
producing the final report (Braun and Clarke, 2006).
In the coding process, we chose a theory-driven approach using the lens of the JD-R theory (Bakker and Demerouti, 2017). This theoretical framework informed the coding process by focusing on how job demands and resources were perceived by participants during organisational change, particularly in the context of mindfulness interventions.
Findings
We developed nine themes (Table 2) out of the data. We decided to synthesise the demanding factors in the report of the findings and delve into each resource individually, enabling a more detailed and nuanced analysis. Finally, we found evidence that the intervention itself also posed a demand on some of the participants.
Demands
The demands faced by participants include high workload, stress and work-home conflict. Participant 11 explained, “I started with workload and with stress in the means of my job”. Similarly, Participant 03 described,
It’s that stressful time when you have a lot on your plate, and you feel like you should be in more places, you should be doing things, you’re not managing your tasks […] not get bogged down in the depths of coordinating or reconciling that with the family, because I have a young son, so it’s hard.
In addition to these relatively common work demands, participants experienced pressure due to the organisational changes. The COVID-19 pandemic was perceived as “a difficult time for most of us” (P03) due to the isolation, sudden shift to working from home and fear of infection. Participant 11 described,
[…] it affected my work life because, not that much in the means of testing, but I prefer going to office or working from office.
The second disruption was the acquisition and the merging procedure that followed. Participants experienced it as a challenging period with “a lot of negative reactions” (Participant 02). It came with a high level of change. Participant 15 explained, “there are a lot of stressors from the changes we did and from the new domain or new area of focus for our team”.
Both disruptions happening simultaneously have triggered a high level of uncertainty. Participant 09 pointed out, “if there was a time in the period of our company that was really demanding, it’s the after COVID era and the integration”. Participant 03 described, “there were just so many changes, and most of them were not positive”. Focus Group Participant 02 added, “It has been turbulent all this time with COVID and all the stuff happening at work”.
Resources
The intervention activated or enhanced specific resources for participants to cope with the demands they are facing.
Stress-Reducing techniques
All participants reported that they perceived the intervention as helpful in reducing or coping with stress.
They described specific techniques that they applied that supported them in stressful situations. Some of the activities are about practising to be present in the moment and aware of their surroundings:
We went outside, smelling things and just feeling ground under our feed. (Focus Group P01)
Techniques to work through the stress like those meditation techniques. That helped us a lot […] Just the breathing exercises, meditation and mindfulness helped a lot. (Participant 03)
Other techniques described are slowing down and detaching. They describe being in the moment:
I really learnt to slow down and she really taught me to just, for instance, go for a walk and not to be listening to music all the time, for example, but just walk around in silence and just think about life, think about the present, and so, it learned me a lot and, most specifically, to really just slow down and to be able to be just with myself. (Participant 06)
One participant described how it helps them when they feel anxious:
I am using it in my personal and my work life, to kind of feel the weight of your body pushing to the ground. To stay grounded. And that helps me a lot. I have anxiety issues and this is what I reach out to when I feel like my emotions are about to overflow and I can not concentrate. So that kind of brings me back to the moment. I get grounded. (Focus Group P02)
Participant 08 shared more details on the internal process and the awareness of their feelings when asked if the intervention helped them deal with stress:
Yeah, I would say not just stress but all high-intensity situations because we, what I have taken from mindfulness is that in a situation, how my body reacts to it because I realise a lot of the times I would know my emotions but I wouldn't and I could even name them, which was a good thing. But I really couldn't assign my emotions to my physical state, so for me, it was interesting how you can forget about your body in these situations and how it helps when you actually realise, even before you had an emotion, how the body reacts and you can tell that you will have certain emotion based on how your body or how your heart pumps or how you just feel in your body. So, it was really good.
Further, they describe how this technique helps them regulate their emotions:
I think it helps me with difficult situations or even sometimes when I'm, let's say, not happy on a meeting, I usually would sometimes not think twice and say something and didn't realise I was stressed about it, and I was nervous, and that's why I kind of blow out. But this kind of helped me to realise, oh I might not agree about something and take a deep breath and think about it and maybe react after I'm not in the high emotion peak. And that certainly also helps with the relationship because I'm not that, let's say snatchy, more calm. (Participant 08)
Partly, participants still practice these techniques after the mindfulness sessions have finished. Reasons they named that hinder them are lack of time or forgetting about it. Participant 15 described a broader impact of the techniques on their family: “I also tried some things with my wife. It didn’t have only a positive impact on me, but also on my family”.
Social support
The mindfulness sessions created a personal group atmosphere, allowing participants to build and strengthen connections with colleagues. “It gave me a good connection with the people who I might be meeting in the corridors. That we have something in common” (Focus Group P03). Specifically during remote working periods, it helped them reconnect with colleagues:
It helped us to reconnect with our coworkers during this Covid separation because during every session, we just discussed some daily stuff that was happening to us, and it was good. It was interesting and it helped to socialise even though we were all sitting at our own homes. (Participant 06)
Participant 09 also added that awareness techniques supported them in social interactions:
I really did like that when being with somebody else, being able to concentrate on him and me at the same time because I always tend to either jump into the other person or be just in myself. So being able to do both or actively switch was a really great part. Yeah, that was, and this is something I use a lot. This is the main tool I took out of that.
Sense of coherence
Participants articulated their experience of a sense of coherence through their experiences in the mindfulness sessions. They describe collective discussions with people from different business lines that allowed them to see commonalities and foster a sense of community, contributing to their overall sense of coherence:
It was definitely really good to be in the group with all the people from different lines of the business. That was great to hear how people are thinking-it gave me a good connection with the people whom I might be meeting in the corridors. That we have something in common. (Focus Group P02)
Furthermore, participants found it helpful to realise that others were experiencing similar feelings, which provided a sense of solidarity and reassurance. Focus Group Participant 01 reflected, “it was helpful to be able to speak, to see that others are in the same shit. That they don’t feel good as well, or that they feel good. It depends”. Focus Group Participant 05 added:
For me, it was really hard in the beginning to share how I feel, but then it was better and better, and I am really happy to hear that some people sometimes feel the same, that I am not a bit busy sometimes, that everyone feels different sometimes and is struggling. So it was really nice to hear that I am not the only one.
Positive focus
Participants frequently highlighted that they enjoyed the positive atmosphere and that the sessions enabled them to maintain a positive focus, especially during these demanding times. The workshops and sessions provided them with tools to reframe difficult situations positively, helping them to appreciate the good aspects amidst adversity. Participant 03 stated,
That’s where your workshops and sessions came in, and I would say that for most of us, it just helped us to come to terms with those situations and to find what's good about it, to notice the little things that we still have that help us to make the day nice or to find what’s nice in that difficult situation as well.
Participant 13 shared how this approach allowed them to accept their feelings and remain hopeful for the future: “I’m glad for that because it helped me to realise a lot of things: how I feel, or it’s okay that I’m feeling the way I’m feeling, and go for, you know, what is the root cause and what I can do with it or sometimes just admit, you know, that it’s not a good day and tomorrow will be probably better - so that really helped”. Additionally, the positive demeanour of the session facilitator was highlighted as a crucial factor in fostering an optimistic outlook. Participant 06 described, the facilitator “was perfect. She was such a positive person that she was someone who all of us really needed at that time because it was at the end of the most strict COVID times, and yeah, it was good”.
Sense of accomplishment
Many participants described gaining a sense of accomplishment through the techniques they learned in the sessions. It helped them recognise and appreciate their daily achievements, even when these seemed small. Participant 06 explained:
And the greatest tip from her was to be consciously doing things. Like, for example, when you are doing some small task, you should be doing it consciously to be able to remember it at the end of the day, and to be able to say to yourself, well, you did a great job! You have completed a lot of, you know, even though small, but still some tasks.
This mindful approach helped participants counter feelings of non-productivity. The sessions also fostered an environment where individuals could openly discuss their struggles with perfectionism and the pressure:
One of the things I realised - probably the biggest thing I realised - is that it’s okay not to sometimes not to bring 100% for something at work. If I’m not feeling well, it’s okay to say I’m not feeling well, I’ll be working on easier things because- and that is okay […] It’s okay to come to work and just work for, I don’t know, 80% or 70%, how you feel that day […] So, it helped me to not beat myself up when I haven’t, you know, felt 100%, so that was one of the biggest things for me. (Participant 13)
Exploring new experiences
Many participants emphasised the positive experience of engaging in unconventional practices and stepping out of their comfort zones. The intervention introduced participants to activities that were not part of their usual routines, which many found both challenging and rewarding. The novelty of these exercises not only provided engagement but also facilitated personal growth and openness to new ideas. As Participant 05 reflected:
I must say that it was always good, and the exercises that we did were very unusual for me, in a good way; that I didn’t hear of them before and it was fun to do these exercises.
Not everyone is willing to breathe with a group, and even in front of a screen. Not everybody is willing to do some meditation techniques because they find it over the edge […] But just maybe the fact that they could turn off the screen, at least those people got out of their comfort zone and tried things that they don't normally do and would never have gotten to do if they hadn't had the opportunity given by (Facilitator) in that way with those workshops. (Participant 03)
Participant 01 expressed that they appreciated that a polarising intervention was offered, stating:
So, what I like is that (Facilitator) have been brave enough to put some such polarising exercises in it, because that might have worked for some, it didn't work for others, but otherwise if we stay in the mainstream, we wouldn't touch the people that are kind of tuned in this way.
Intervention as a demand
Beyond the positive aspects of the intervention, it also added additional demand for the participants. This was firstly due to the time and effort participants needed to commit to it:
It was very time-consuming. To make that time and stick to it. (Participant 03)
Sometimes I didn’t want to participate because I was already tired from work and I think we had meetings on Tuesday in the afternoon and I felt like turning off the computer and just going outside to walk my dog. (Participant 05)
Second, the group atmosphere where participants shared their feelings was perceived as demanding by some, as many of the experiences shared were negative due to the context of disruption:
I talked with one of my guys and he said, like, ‘there are so many people in this who are angry!’ Because it’s like, you know, many types of people connected with some negative experience or some new change, they’re trying to, you know, see all the negatives. (Participant 02)
Others also pointed out that they were uncomfortable being asked to share personal experiences. “When we had something to share, not many people wanted to do it. There were inhibitions or a kind of distrust between us”, Participant 07 explained.
Discussion
This study explored how mindfulness interventions can support employee well-being during times of organisational uncertainty, particularly during M&A and the COVID-19 pandemic. Through a qualitative analysis of participants’ experiences, several key themes emerged that provide insight into the complex dynamics between job demands, available resources, and the role of mindfulness in enhancing well-being.
One of the primary findings of this research is the significant impact of job demands. While high workload and perceived stress are common demands in today’s workplaces (WHO, 2022), work-home conflict was specifically accelerated during the COVID-19 pandemic (Kniffin et al., 2021).
These demands were exacerbated by the simultaneous challenges posed by the pandemic and the M&A process, leading to heightened stress levels and uncertainty among employees. These findings align with the JD-R model, which posits that high job demands can deplete employee resources and lead to adverse outcomes, such as burnout and reduced job satisfaction (Demerouti and Bakker, 2023). Our study revealed that mindfulness interventions can play a crucial role in mitigating these adverse effects by providing employees with valuable resources to cope with the demands they face. Participants reported that mindfulness techniques, such as stress-reducing exercises, social support through group interactions, and the development of a positive focus, helped them navigate the challenges of their work environment more effectively. By providing psychological resources that counteract job strain, the mindfulness intervention also aligns with the COR theory, which emphasises the importance of protecting and replenishing resources to maintain well-being in stressful environments (Hobfoll, 1989). These resources not only helped participants manage their stress but also fostered a sense of coherence and accomplishment, which are critical components of well-being according to the salutogenic model (Antonovsky, 1996; Eriksson and Lindstrom, 2007). We argue that by enhancing participants’ resources, the intervention heightens participants’ motivation to function well in their jobs (Bakker and Demerouti, 2017). Moreover, PsyCap (Luthans et al., 2007) further contextualises our findings by illustrating how mindfulness contributes to hope, efficacy, resilience, and optimism, enabling employees to regulate emotions better, maintain motivation, and sustain engagement. Participants reported that mindfulness helped them positively reframe stressful situations, maintain emotional stability, and enhance their sense of control, all of which are key components of PsyCap that foster workplace adaptability and psychological well-being. Our findings also align with the Effort-Recovery Model (Meijman and Mulder, 1998), highlighting that mindfulness interventions function as a recovery mechanism, allowing employees to restore cognitive and emotional energy, thereby preventing prolonged stress accumulation.
This study also highlights the dual role of the mindfulness intervention as both a resource and a demand. While the intervention provided tools for stress management, it also introduced new demands, such as time commitment and the emotional effort required to engage in group discussions. Specifically, in a context of M&A where employees are faced with constant changes, an intervention could further challenge the need for continuity and add to another cause of fatigue (Santos De Souza and Chimenti, 2024). This finding underscores the importance of carefully designing mindfulness programs to ensure they are accessible and beneficial without overburdening employees, adding evidence to previous research on interventions implemented during organisational turmoil (Sørensen, 2015).
Further, our study expands the growing body of literature on mindfulness during organisational uncertainty, particularly M&A, by offering novel insights into how mindfulness interventions can serve as a support during periods of high uncertainty and organisational change. While previous research has demonstrated that mindfulness can reduce resistance to change and foster positive psychological outcomes during post-merger integration (Charoensukmongkol, 2017), our findings reveal a more nuanced dynamic in which mindfulness not only alleviates stress but also helps employees cultivate critical coping mechanisms, such as emotional regulation, social support, and a positive focus, as suggested by previous literature (Charoensukmongkol, 2016; Gärtner, 2013). Moreover, our study extends Gärtner's (2013) propositions for the effects of mindfulness on the individual level, particularly regarding mindfulness enhancing flexibility towards change and fostering positive affectivity. Participants reported using mindfulness to reframe stressful situations positively, which helped them view change as opportunity rather than threat. Additionally, increased self-regulation and a sense of control allowed them to manage emotions effectively, enhancing their ability to cope with uncertainty and stress. These insights align with the JDCS model (Karasek and Theorell, 1990), which suggests that employees experience lower stress and better learning outcomes when they have autonomy and strong social support—both of which were reinforced by mindfulness in this study. Overall, our findings support a resource-based perspective on workplace learning and employee well-being. Mindfulness functions as a dynamic job resource within the JD-R model, while also aligning with COR theory, PsyCap, and the Effort-Recovery Model, reinforcing its role in enhancing resilience, facilitating resource replenishment, and improving adaptability in uncertain organisational environments. These insights are particularly relevant in the context of simultaneous workplace disruptions, highlighting the broader applicability of mindfulness as a strategic tool for fostering well-being and resilience in multifaceted crises.
However, during times of crisis, workplace well-being interventions must be implemented with careful ethical consideration, as employees experience heightened vulnerability and uncertainty. organisations must ensure that mindfulness and well-being programs are genuinely supportive rather than productivity-driven, preventing employees from feeling pressured to participate as a demonstration of resilience. In challenging periods, individuals may require structural support, workload adjustments, or mental health assistance, rather than being solely encouraged to manage stress individually. Crises can indeed exacerbate power imbalances, as well-being initiatives may unintentionally shift the responsibility for coping from organisations to employees. Therefore, it is crucial to implement these interventions ethically, ensuring they remain accessible, inclusive, and responsive to employees’ diverse needs, particularly during periods of heightened stress (Fuentes et al., 2020).
Conclusion
With this study, we hope to contribute to the literature in the following regard. First, it extends the application of the JD-R model by demonstrating how mindfulness interventions can function as a resource to buffer the negative impacts of high job demands, particularly during periods of organisational uncertainty. The research highlights the dynamic interplay between job demands, mindfulness-based resources, and employee well-being, offering a nuanced understanding of how mindfulness can mitigate stress and enhance coping mechanisms. Furthermore, we integrated several prominent theories into this interplay. By aligning with the COR theory, we demonstrate how mindfulness interventions facilitate the acquisition and replenishment of psychological resources, including emotional regulation, social support seeking, and a positive focus, which are essential for navigating stressful environments. This resource enhancement is further reflected in the development of PsyCap dimensions (hope, efficacy, resilience, and optimism), showing how mindfulness cultivates these positive psychological states, contributing to improved emotional regulation, motivation, and engagement, ultimately leading to greater adaptability and well-being. Connecting to the Effort-Recovery Model, the study highlights mindfulness interventions’ role in facilitating recovery from work-related stress by helping employees restore cognitive and emotional energy, preventing stress accumulation. Finally, consistent with the JDCS model, the research illustrates how mindfulness interventions can enhance autonomy and social support, leading to lower stress and improved learning outcomes.
Finally, the study offers a more nuanced understanding of the role of mindfulness during organisational change, specifically M&A. It goes beyond previous research by demonstrating that mindfulness not only reduces resistance to change but also cultivates key coping mechanisms, such as emotional regulation, social support, and a positive focus, which are critical for navigating uncertainty and fostering resilience.
As a practical contribution, we aim to inform practitioners, HR representatives, and management on how mindfulness interventions for employees must be designed and implemented to support them in times of uncertainty. Our study highlights the benefits of implementing mindfulness as a tool to enhance employee well-being and support organisations in navigating through change., we emphasise the need for interventions to be context-sensitive, considering the specific challenges and resources present in each organisation. Our findings suggest that a one-size-fits-all approach is unlikely to be effective; instead, interventions should be tailored to address employees’ unique demands and stressors in different organisational settings. Furthermore, we highlight the importance of ongoing process evaluation and adaptation throughout the implementation of mindfulness programs. By continuously assessing the impact of the intervention and making necessary adjustments, organisations can enhance the effectiveness of these programs, ensuring that they provide the intended support. Additionally, our study highlights that while mindfulness interventions can offer genuine benefits for employee well-being, their implementation must be critically examined to ensure they do not become tools for workplace control, productivity maximisation, or avoidance of structural reforms. To ensure ethical implementation, organisations should make mindfulness interventions truly voluntary and integrate mindfulness with broader workplace reforms that foster a healthier work environment.
This study is not without limitations: As this is a double-case study, the findings are generalisable to a limited extent. Due to the diverse nature of organisational uncertainty and mindfulness interventions, the results may not directly apply to other settings. However, by aligning the interventions with the specific challenges participants face, we aim to offer guidance that may be transferable to similar situations. Moreover, it is important to acknowledge that we cannot fully distinguish whether the resources and coping mechanisms reported by participants originate from the mindfulness intervention itself or from pre-existing individual characteristics, such as personality traits, prior resilience, or previous experience with mindfulness practices. Future research could explore this distinction by incorporating comparative or longitudinal designs to better assess the specific contribution of mindfulness interventions in resource development.
Further research is needed to explore the effectiveness of mindfulness interventions in other contexts of organisational uncertainty to understand how the intervention works in diverse scenarios. Moreover, quantitative data could provide robust data on how an intervention affects the demands by collecting pre-post data on workload, perceived stress or work-home-conflict.
Considering the adverse effects of organisational uncertainty on employee well-being, it is essential that organisations safeguard employee health during times of uncertainty, offering guidance, such as interventions, that allow employees to develop strategies to strengthen their resources and cope with the demands they are facing (Demerouti and Bakker, 2023).
Funding: This work was supported by the European Union’s Horizon 2020 Framework Programme research and innovation program under the project H-WORK—Multilevel Interventions to Promote Mental Health in SMEs and Public Workplaces (grant agreement No 847386) and by the Internal Grant Agency of the Prague University of Economics and Business; Vysoká Škola Ekonomická v Praze [grant IGA VSE F3/9/2024].4.
