As an exploratory study we apply the concept of mindfulness to examine the moderating influence of cognitive processes of top management on the relationship between its support for the IS function and the overall IS function performance. In doing so we enhance our understanding of the underlying cognitive processes associated with top management in their support toward the IS function. We trace the origins of mindfulness in the psychology area to its final possible assimilation in IS research. We then broaden the potential application of collective mindfulness in IS research and embark on developing a scale of collective mindfulness in the IS context. Examination of such possible moderating influences in the context of top management support and IS performance may open doors for future, much deeper, integration of mindfulness in IS research and may help both research and practice in the continued quest for achieving reliable performance of IS.