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The contours and consequences of compassion at work

dc.contributor.authorLilius, Jacoba M.en_US
dc.contributor.authorWorline, Monica C.en_US
dc.contributor.authorMaitlis, Sallyen_US
dc.contributor.authorKanov, Jasonen_US
dc.contributor.authorDutton, Jane E.en_US
dc.contributor.authorFrost, Peteren_US
dc.date.accessioned2008-02-04T19:19:41Z
dc.date.available2009-02-03T16:28:50Zen_US
dc.date.issued2008-02en_US
dc.identifier.citationLilius, Jacoba M.; Worline, Monica C.; Maitlis, Sally; Kanov, Jason; Dutton, Jane E.; Frost, Peter (2008). "The contours and consequences of compassion at work." Journal of Organizational Behavior 29(2): 193-218. <http://hdl.handle.net/2027.42/57917>en_US
dc.identifier.issn0894-3796en_US
dc.identifier.issn1099-1379en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/57917
dc.description.abstractThis paper describes two studies that explore core questions about compassion at work. Findings from a pilot survey indicate that compassion occurs with relative frequency among a wide variety of individuals, suggesting a relationship between experienced compassion, positive emotion, and affective commitment. A complementary narrative study reveals a wide range of compassion triggers and illuminates ways that work colleagues respond to suffering. The narrative analysis demonstrates that experienced compassion provides important sensemaking occasions where employees who receive, witness, or participate in the delivery of compassion reshape understandings of their co-workers, themselves, and their organizations. Together these studies map the contours of compassion at work, provide evidence of its powerful consequences, and open a horizon of new research questions. Copyright © 2008 John Wiley & Sons, Ltd.en_US
dc.format.extent226107 bytes
dc.format.extent3118 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.publisherJohn Wiley & Sons, Ltd.en_US
dc.subject.otherPsychologyen_US
dc.titleThe contours and consequences of compassion at worken_US
dc.typeArticleen_US
dc.rights.robotsIndexNoFollowen_US
dc.subject.hlbsecondlevelBusiness (General)en_US
dc.subject.hlbsecondlevelSociologyen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumStephen M. Ross School of Business, University of Michigan, Michigan, U.S.A.en_US
dc.contributor.affiliationotherSchool of Policy Studies, Queen's University, Kingston, Ontario, Canada ; School of Policy Studies, Queen's University, 138 Union St., Room 319, Kingston, Ontario, Canadaen_US
dc.contributor.affiliationotherGoizueta Business School, Emory University, Atlanta, Georgia, U.S.A.en_US
dc.contributor.affiliationotherSauder School of Business, University of British Columbia, Vancouver, BC, Canadaen_US
dc.contributor.affiliationotherCollege of Business and Economics, Western Washington University, Bellingham, Washington, U.S.A.en_US
dc.contributor.affiliationotherSauder School of Business, University of British Columbia, Vancouver, BC, Canadaen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/57917/1/508_ftp.pdf
dc.identifier.doihttp://dx.doi.org/10.1002/job.508en_US
dc.identifier.sourceJournal of Organizational Behavioren_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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