The mediating role of organizational mindfulness between organizational culture and organizational reliability: A mixed research in higher education

Document Type : Original Article


1 Corresponding Author : Ph.D. Graduate in Educational Administration, School of Management, University of Kharazmi, Tehran, Iran,

2 Full Professor, Department of Educational Administration, School of Management, Kharazmi University, Tehran, Iran


The aim of this study was to study the role oforganizational mindfulness as a mediator in the relationship between organizational culture and organizational reliability.In thequalitative part of the research community,the faculty experts of the management faculties of Tehran public universities, and a sample of14experts in management science were conducted usingasnowball sampling method and a semi-structured interview.Quantitative research community;faculty members of management departments of management schools of Tehran public universities with351members and a sample of 226faculty members usingtwo-stage cluster sampling andthen,sampling was available and implemented with organizational reliability,organizational culture questionnaires and researcher-made questionnaire of organizational mindfulness in 2015.The method of qualitative analysis was open source coding to develop indicators of organizational mindfulness.Quantitative analysis methods were exploratoryfactoranalysis,confirmatory,structural equation modeling.Structural equations include one latent independent structure of organizational culture and two latent structures dependent on organizational mindfulness and organizational reliability.Findings indicate a significant and direct effect of organizational culture on organizational mindfulness(γ=0.42)and organizational reliability(γ=0.65)and a significant and direct effect of organizational mindfulness on organizational stability(β =0.24).The results show the direct impact of organizational culture with the themes of leadership style,cohesion and belonging,and communicationmodelonorganizationalmindfulnesswiththeconceptsof:rapidityandagility,flexibility,accountability,conditional learning and development of recognition,trust and openness,and on organizational reliability with themesofsensitivitytoperformance,preoccupationwithfailure,commitmenttoflexibility,deferencetoexpertise,reluctancetosimplify interpretation,also the direct impactoforganizationalmindfulnessonthe formation of organizational reliability.


Bigley, G., & Roberts, K. (2014). The incident command system: High-reliability organizing for complex and volatile task environments. The Academy of Management Journal, 44(6), 1281-1299.
Cady, R. (2013). Becoming a high reliability organization: Operational advice for hospital leaders. Published in JONA’S healthcare law, ethics and regulation.
Coaley, K. (2014). An introduction to psychological assessment and psychometrics. SAGE Publications Inc.
Enya, A., Pillay, M., & Dempsey, Sh. (2018). A systematic review on high reliability organizational theory as a safety management strategy in construction. Safety, 4(6), 22-40.
Ghazi Tabatabaei, M. (2013). Process of gathering, implement and interpretation of a Lisrel model outputs: An objective example. Research & Evaluation in Social & Behavioral Science of Allameh Tabatabaee University, 1, 85-125.
Gebauer, A. (2013). Mindful organizing as a paradigm to develop managers. Journal of Management Education, 37(2), 203-228.
Giles, D. V. (2013). Advanced research methods in psychology. Routledge.
Hooman, H. A. (2011). Multivariate data analysis in scientific research. Tehran: Messenger Culture. Fifth Print.
Koller, O. (2001). Mathematical worldviews and achievement in advanced mathematics in Germany: Findings from TIMSS population 3. Studies in educational evaluations, 27(1), 65-78.
Ndubisi, N. O. (2012). Mindfulness, reliability, pre-emptive conflict handling, customer orientation and outcomes in Malaysia's healthcare sector. Journal of Business Research, 65(4), 537-546.
Phan, H., & Walker, R. (2000). The predicting and meditational role of mathematics self-efficacy: A path analysis.
Robbins, S. P. (1991). Organizational behavior: Structure, design, application. New Jersey: Prentice, Hall International.
Weick, K. E. (2012). Errors in Organizations. Administrative Science Quarterly, 57(1), 159-165.
Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Assuring high performance in an age of complexity. San Francisco: Jossey-Bass.
Weick, K. E., & Sutcliffe, K. M. (2015). Managing the unexpected: Resilient performance in an age of uncertainty. By John Wiley & Sons, Inc. San Francisco.
Werner, J. (2012). High reliability organization theory as an input to manage operational risk in project management. Master of Science in organizational dynamics theses, University of Pennsylvania.
Wolf, E. J., Harrington, K. M., Clark, S. L., & Miller, M. W. (2014). Sample size requirements for structural equation models: An evaluation of power, bias, and solution propriety. Educational and Psychological Measurement, 73(6), 913-934.