Compassion in Organizational Life

By Jason Kanov, Sally Maitlis, Monica C. Worline, Jane E. Dutton, P. Frost, J. Lilius. 2004

606 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/3d144449d5748723a34e715b495a044ae3bd1a0f

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

Venturing for Others with Heart and Head: How Compassion Encourages Social Entrepreneurship (2012, background): “Compassion is a specific manifestation of the broader feeling of empathy (Decety & Jackson, 2006; Kanov et al., 2004; Nussbaum, 1996; Solomon, 1998), which, unlike compassion, can be experienced in relation to another’s joy as well as another’s suffering.”
Explaining Compassion Organizing (2006, background): “Loss and pain that induce suffering are inevitable (Harvey, 2001) but understudied features of organizational life (Frost et al., 2000; Kanov et al., 2004).”
Negative Emotional Reactions to Project Failure and the Self‐Compassion to Learn from the Experience (2009, background): “…incomplete © Blackwell Publishing Ltd 2009 market research (Hill, 1988)) and has acknowledged the need for learning from project failure (e.g. Sethi and Iqbal, 2008) but has provided little explanation of the heterogeneity in employees’ abilities to learn from a specific project failure experience.”
Compassionate Communication in the Workplace: Exploring Processes of Noticing, Connecting, and Responding (2007, background): “One of the most comprehensive efforts in this area is the work by Jason Kanov and his colleagues on compassion in organizational life (Kanov et al., 2004).”
The contours and consequences of compassion at work (2008, background): “Importantly, compassion goes beyond felt empathy to entail action, which is regarded as a compassionate response regardless of whether or not it successfully alleviates suffering ( Kanov et al., 2004; Reich, 1989; Soygal Rinpoche, 1992).”
The Amplifying and Buffering Effects of Virtuousness in Downsized Organizations (2006, background): “Kindness is a defining human characteristic (Kanov et al., 2004) involving empathetic concern for others (Solomon, 1998).”
Reclaiming resilience and safety: Resilience activation in the critical period of crisis (2009, background): “The personal, face-to-face connection involves empathy and compassion – a source of strength for organization members’ psychological health – and is a foundation for compassion work in organizations (Kanov et al., 2004; Frost et al., 2006).”
Envy As Pain: Rethinking the Nature of Envy and Its Implications for Employees and Organizations (2012, background): “Indeed, among positive organizational scholars, pain appears best understood as an organizational problem to be overcome through compassionate responding (Frost, 2003; Kanov et al., 2004).”
Bridging corporate social responsibility and compassion at work (2014, background): “Compassion plays a pivotal role in organizational life by attenuating the pain of others at work (Dutton et al., 2002; Dutton et al., 2006; Frost et al., 2006; Kanov et al., 2004).”
The role of leader emotion management in leader–member exchange and follower outcomes (2016, background): “For example, the same relationships may not hold for leaderrated LMX. Similar to the expression of compassion (Kanov et al., 2004), IEM strategies might be emotionally taxing on the leader and the resulting emotional exhaustion could be negatively related to outcomes and perceptions of LMX.”
Crossing the line(s): A dual threshold model of anger in organizations (2007, background): “…organizational practices toward expressed anger, such as supportive communication (Gibb, 1961; Redding, 1972), compassionate responses (Frost, 1999; Kanov et al., 2004), and bounded emotionality (Martin, Knopoff, & Beckman, 1998; Mumby & Putnam, 1992; Putnam & Mumby, 1993), can create cultures…”
Emerging Positive Organizational Behavior (2007, background): “For example, Kanov et al. (2004) argue that although organizational compassion shares many of the characteristics of individual compassion, including noticing, feeling, and responding to the pain of others, in organizational compassion these processes become collective in nature.”
What’s Love Got to Do with It? A Longitudinal Study of the Culture of Companionate Love and Employee and Client Outcomes in a Long-term Care Setting (2014, background): “In examining the culture of companionate love in organizations, we also contribute to the positive organizational scholarship literature, particularly the burgeoning study of compassion organizing (Kahn, 1993; Kanov et al., 2004; Dutton et al., 2006).”