Do compassionate firms outperform? The role of organizational learning
Open accessAbstract
Purpose: Based on a new management paradigm rooted on care and compassion, this study explores the consequences of compassion at work on organizational learning and firm performance. Design/methodology/approach: Structural equation modeling (SEM) was employed to analyze the research model by using data from two different samples. Findings: Results confirm that compassion increases firm performance through organizational learning capability; however, compassion do not enhances directly firm performance. Research limitations/implications: The study findings indicate that when compassion is propagated among organizational members, organizations are better able to learn so they obtain a competitive advantage that is difficult to imitate and leads to higher firm performance. Originality/value: This study takes a step forward on literature by providing empirical evidence for a promising area of management research such is compassion in organizations.
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Other studies have pointed to improved performance, trust, commitment, customer satisfaction, positive emotions, employee engagement, prosocial behaviours, employee attraction and retention contributing to competitive advantage in the long run.
“Other studies have also pointed out to improved performance, trust, commitment, customer satisfaction, positive emotions, employee engagement, prosocial behaviour’s, employee attraction and retention contributing to their competitive advantage in the long run (Guinot et al. 2020).”
From Whither compassionate leadership? A systematic review (2024) · cites this paper as Guinot et al. 2020
Workplace compassion has been defined as the interpersonal process involving noticing, feeling, sense-making, and acting in a way that alleviates the suffering of another person and has been mooted as a panacea to address suffering and help develop organizational performance.
“Workplace compassion has been defined as the interpersonal process involving the noticing, feeling, sense-making, and acting in a way that alleviates the suffering of another person and has been mooted as a panacea to address the suffering and help develop organizational performance (Dutton et al. 2014; Guinot et al. 2020).”
From Whither compassionate leadership? A systematic review (2024) · cites this paper as Guinot et al. 2020
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References 61 · Cited by 40
- Authors
- Guinot, J., Miralles, S., Rodríguez-Sánchez, A., & Chiva, R.
- Affiliations
- Universitat Jaume I (ES)
- Venue
- Employee Relations: The International Journal
- Publisher
- Emerald
- Published
- 2020-02-10
- Volume
- 42
- Issue
- 3
- Pages
- 717-734
- ISSN
- 0142-5455 (ISSN-L)
- OpenAlex
- W3008175524
- Cited by
- 40
- References
- 61
- Citations by year
- 2026: 5 · 2025: 7 · 2024: 5 · 2023: 5 · 2022: 6 · 2021: 6 · 2020: 6
- FWCI
- 6.21
- Type
- journal article
- Language
- en
- Open access
- green
- hdl.handle.net
- Licence
- public-domain
- www.emerald.com/insight/site-policies (tdm)
- Locations
- Employee Relations (publishedVersion)
- Repositori UJI (Universitat Jaume I) (publishedVersion)
- LA Referencia (Red Federada de Repositorios Institucionales de Publicaciones Científicas) (submittedVersion, public-domain)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Learning and Leadership
- Social Sciences › Business, Management and Accounting › Strategy and Management › Management and Organizational Practices
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Keywords
- compassion at work, organizational learning, firm performance, organizational learning capability, competitive advantage, organizational culture
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