A compassion-centric behavioral agency perspective for organizations in times of crisis |
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| Institution: | 1. Babson College, Babson Park, MA 02457-0310, USA;2. IMD Business School, CH-1001, Lausanne, Switzerland;3. Technion – Israel Institute of Technology, Haifa, 3200003, Israel;1. Smith School of Business, Queen’s University, Kingston, ON, Canada;2. Auckland University of Technology, Auckland, New Zealand;3. Gustavson School of Business, University of Victoria, Victoria, BC, Canada;4. Kennesaw State University, Kennesaw, GA, USA;1. Department of Business and Public Administration, University of Cyprus, 1, University Avenue, 2109 Aglantzia, Cyprus;2. Department of Management and Marketing, American University of Cyprus, Ammochostou Avenue 52, Larnaka 6019, Cyprus;3. Department of Electrical Engineering, Computer Engineering and Informatics, Cyprus University of Technology, Archiepiskopou Kyprianou 30, Limassol 3036, Cyprus;4. Aalborg University Business School, Aalborg University, Fibigerstræde 11, 25 9220 Aalborg Ø, Denmark;1. University of Évora, CEFAGE, Palácio do Vimioso (Gab. 224), Largo Marquês de Marialva, 8 - 7000-809 Évora, Portugal;2. Universidade Nove de Julho, Graduate Program of Business Administration and Graduate Program of Project Management, Rua Deputado Salvador Julianelli, s/n, 1° andar, Barra Funda – 01156-080, São Paulo (SP), Brazil;3. Harvard University, Asia Centre USA, 1730 Cambridge St. - 02138, Cambridge (MA), United States;4. University of Algarve, Faculty of Economics, Gambelas Campus, 8 - 8005-139, Faro, Portugal;1. Alfred Lerner College of Business & Economics, University of Delaware, 215 Lerner Hall, Newark, DE 19716, USA;2. Smeal College of Business, The Pennsylvania State University, University Park, PA 16802, USA;3. David Eccles School of Business, University of Utah, Salt Lake City, UT 84112, USA |
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| Abstract: | In times of crisis, organizations face a dilemma: How should they balance between minimizing losses and surviving financially, and acting for the benefit of all stakeholders and of society at large? In theory, managers should balance between multiple demands, forgoing short-term profits to address human needs when necessary. But in practice, managers may face challenges in balancing demands during a crisis. Combining the stakeholder-agency and compassion perspectives in the context of crisis management, we present the compassion-centric behavioral agency in crisis (CCBAC) framework to address this theory-practice gap. We suggest three levers for organizations and policymakers to encourage this behavior from organizations: developing and using technological and innovation capabilities, paradoxical leadership behaviors, and employee well-being and generosity programs. Organizations benefit from the CCBAC framework because they become better positioned to maintain their long-term competitive advantage and positive organizational identity while contributing to the needs of society. Policymakers benefit from incentivizing such organizations because they serve as an intermediary to achieve outcomes for society at large. Throughout this article, we use the COVID-19 pandemic, responses to mass shootings, and other example crises to highlight the tension and opportunity within our “both/and” approach. We conclude that organizations can be compassionate even as they pursue profit and efficiency in the long run. |
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| Keywords: | Organizational compassion Organizational empathy Stakeholder agency Crisis management Leader behavior |
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