Compassion Power and Organization

Simpson, AV; Freeder, D; Clegg, S

Compassion Power and Organization

Simpson, AV

Freeder, D

Clegg, S

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Publisher:: Routledge
Publication Type:: Chapter
Citation:: Power and Emotion, 2015, 2nd, pp. 31 - 51
Issue Date:: 2015

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Field	Value	Language
dc.contributor.author	Simpson, AV https://orcid.org/0000-0002-7768-328X	en_US
dc.contributor.author	Freeder, D https://orcid.org/0000-0001-5117-5589	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.editor	Heaney, J	en_US
dc.contributor.editor	Flam, H	en_US
dc.date.available	2020-05-25T19:03:38Z
dc.date.issued	2015	en_US
dc.identifier.citation	Power and Emotion, 2015, 2nd, pp. 31 - 51	en_US
dc.identifier.isbn	1317631277	en_US
dc.identifier.isbn	9781317631279	en_US
dc.identifier.uri	http://hdl.handle.net/10453/81977
dc.description.abstract	In this paper we analyse the significance of compassion as an emotion in its relationship to various manifestations of power within the organizational context. We critique those theories of compassion that assume that compassion in organizational contexts is motivated only by a noble intent. The paper draws on a study of organizational responses to the flood that devastated the City of Brisbane Australia on the morning of January 11, 2011. We use Clegg’s (1989) research framework of ‘circuits of power’ to provide a triple focus on interpersonal, organizational and societal uses of power together with Etzioni’s (1961) model of coercive, instrumental and normative organizational power. We present our findings in a framework constructed by overlapping Clegg (1989) and Etzioni’s (1961) frameworks. The unique contribution of this paper is to provide a conceptualization of organizational compassion enmeshed with various modes of power exercised in and by organizations.	en_US
dc.publisher	Routledge	en_US
dc.relation.ispartof	Power and Emotion	en_US
dc.relation.isbasedon	https://doi.org/10.1080/2158379X.2013.846558	en_us
dc.rights	This is an Author's Accepted Manuscript of an article published in Power and Emotion, 2015, 2nd, pp. 31 - 51. Copyright Routledge, available online at: https://doi.org/10.1080/2158379X.2013.846558.	en_US
dc.title	Compassion Power and Organization	en_US
dc.type	Chapter
utslib.for	1503 Business and Management	en_US
utslib.citation.edition	2nd	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.consider-herdc	false	en_US
pubs.edition	2nd	en_US

Abstract:

In this paper we analyse the significance of compassion as an emotion in its relationship to various manifestations of power within the organizational context. We critique those theories of compassion that assume that compassion in organizational contexts is motivated only by a noble intent. The paper draws on a study of organizational responses to the flood that devastated the City of Brisbane Australia on the morning of January 11, 2011. We use Clegg’s (1989) research framework of ‘circuits of power’ to provide a triple focus on interpersonal, organizational and societal uses of power together with Etzioni’s (1961) model of coercive, instrumental and normative organizational power. We present our findings in a framework constructed by overlapping Clegg (1989) and Etzioni’s (1961) frameworks. The unique contribution of this paper is to provide a conceptualization of organizational compassion enmeshed with various modes of power exercised in and by organizations.

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http://hdl.handle.net/10453/81977