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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.

Structural equation modeling (SEM) was employed to analyze the research model by using data from two different samples.

Results confirm that compassion increases firm performance through organizational learning capability; however, compassion do not enhances directly firm performance.

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.

This study takes a step forward on literature by providing empirical evidence for a promising area of management research such is compassion in organizations.

This study explores the phenomenon of compassionate leadership, a promising concept in management literature. Despite significant contributions towards the understanding of its antecedents and consequences, the specific role of compassion concerning the leader behavior under extreme pressure remains unexplored.

Drawing empirically on the case of three banks under three different logics, the authors trace how heads of banking branches, namely, middle managers, deal with the paradoxical phenomenon of integrating their human nature with the coetaneous need to achieve aggressive objectives. The authors analyzed interviews using the interpretive research method (Hatch and Yanow, 2003).

The authors identified that the logic of savings banks and credit cooperatives, together with specific human elements, created a healthier environment to develop compassionate behaviors compared to commercial banks. The authors found coherence when linking the institutional message of putting the spotlight on a personalized treatment of customers, and the middle manager compassionate actions towards customers and subordinates.

Suggestions for future theorizing and research are advanced, along with constructive practical implications to rehumanize the dark side of banking for both employees and customers.

The findings provided in this paper are original because they provide further evidence of linking business logics with compassionate leadership of middle managers and its impact on employees and customers.

The paper analyzes and develops Chiva's (2014) proposal on the common welfare HRM system and uncovers its relationship with innovativeness, using altruism as a mediator.

The common welfare HRM system implies a certain human and organizational development of the classic control and commitment HRM systems, and its main goal is to promote innovation through a prosocial approach. To this end, the authors investigated its HRM practices, developed a measurement instrument and provided initial illustrative evidence of some of its main implications for innovativeness and altruism. They tested these relationships on a sample of 269 Spanish firms using structural equations and bootstrapping to confirm the significance of the mediated effect.

Results confirm the study’s hypotheses, thus supporting the common welfare HRM system as a relevant tool for developing innovativeness through the power of altruism. This paper therefore provides empirical evidence of these relationships.

This study has implications that can help managers to increase innovativeness through a specific HRM system. The findings reveal that a coherent set of HRM practices based on common welfare principles and a high level of consciousness creates a climate of altruism that results in innovativeness.

This research shows that humanistic HRM practices also have an impact on performance variables such as innovativeness, through altruistic employees' behaviors. It also develops a measurement instrument for the common welfare HRM system and provides some initial illustrative evidence of some of its main implications.

本文分析並發展Chiva (2014) 關於共同福祉人力資源管理系統的建議;同時，擬以利他主義為中介變量、揭示共同福祉人力資源管理系統與創新意念之間的關係。

共同福祉人力資源管理系統暗示了典型的管制和承諾型人力資源管理系統的人類與組織發展;而共同福祉人力資源管理系統的主要目的是以親社會理念去鼓勵創新。為此，我們探討了共同福祉人力資源管理措施，制訂了測量儀器，並為共同福祉人力資源管理可幫助帶來創新意念和利他主義的啟示，提供了初步的例證。研究的樣本為269間西班牙公司;我們以結構方程去檢測共同福祉人力資源管理與創新意念和利他主義之間的關係，並創造環境，俾能確認有關之中介效應的重要性。

研究結果證實了我們的假設，就是說，研究結果確認了透過利他主義的影響力，共同福祉人力資源管理系統是可以成為促進創新意念的工具的。就此而言，本文提供了關於這些關係的經驗證據。

本研究顯示了人文主義的人力資源管理措施，亦可透過僱員無私的行為，影響著各個績效變量，像是創新意念。研究亦為共同福祉人力資源管理系統制訂了測量儀器，並提供了初步的例證，確認了該人力資源管理系統所給予我們的主要啟示。

本研究為管理人員提供了啟示，協助他們透過特定的人力資源管理系統去增強創新意念。研究結果顯示、建基於共同福祉的原則和高度意識水平的一整套連貫的人力資源管理措施，能創造一個引來創新意念的利他主義氣氛。

We are living in turbulent and uncertain times and organizations need to struggle with these circumstances in order to achieve their goals. More than ever, resilience capacity is an added value that organizations need to build to respond to obstacles in these challenging times. Resilience is a capacity of individuals, teams, organizations, communities, even society, that make them to overcome setbacks (such crises, changes, or turbulences) in a way that they not only survive but emerge even stronger. Previous research on resilience at different range of settings and groups show that resilience is a capacity that can be trained or build up. Therefore, the goal of this chapter is to review the main lines of action available to organizations that want to foster resilience at work. The chapter will review theoretical research on workplace resilience, and empirical research that links Human Resources Management and workplace resilience. Aspects covered include the role that corporate social responsibility toward employees, career development or work–family balance have in developing resilience. The chapter closes with a discussion of some practical guidelines for HR managers and practitioners.

The concept of the “resilient organisation” has gained popularity as a concept that might aid organizations survive and thrive in difficult or volatile economic times. Knowing which factors may contribute to building organizational and team resilience is one of the questions that still remain unsolved. The purpose of this paper is to examine and review different conceptualisations of this emergent topic in the management literature, taking into account the common features of resilience capacity in organizations and teams.

To examine the literature on resilience, the authors will focus on team resilience. The authors depart from the psychological-behavioral approach to study resilience and instead take a multilevel perspective (i.e. taking into account organizational and team factors).

From a psychological-behavioral point of view the authors posit that there is a lack of research on which factors build team resilience. This review clarifies and relates independent and isolated studies on resilience taking into account the resources both at team and organizational level (i.e. collective efficacy, transformational leadership, teamwork, organizational practices) that build team resilience capacity.

Taking into account this review, future studies should analyze empirically the relationship between these factors that build up team resilience.

With this review the authors try to provide guidance as to which aspects of the organization both research and practitioners should focus on.

In sum, this literature review examines organizational and team factors that may build team resilience from a psychological-behavioral perspective, taking into account the multilevel view.

This study aims to investigate the relationship between organizational trust, psychological empowerment, and employee engagement. In addition, the study seeks to test the moderating role of psychological empowerment on the relationship between trust and engagement.

Hierarchical regression analyses were carried out on a sample of 715 employees from seven commercial banks and four pharmaceutical companies in south-eastern Nigeria who participated in the survey.

The results showed that organizational trust and psychological empowerment were predictors of work engagement. There was a moderating effect of empowerment on the relationship between trust and engagement.

The findings show that organizational trust and psychological empowerment that predict positive job behaviour in Western cultures are also critical in understanding Nigerian workers ' positive organizational behaviour such as work engagement.

For practical purposes, the results suggest that organizational trust may be a significant component of organizational interventions. Given that psychological empowerment is strongly related to work engagement, empowerment intervention programs is therefore important in building employees that would be engaged in their work.

This study was one of the first attempts to empirically investigate the direct relationship among organizational trust, psychological empowerment and employee work engagement. Additionally, most previous studies on engagement have been conducted in developed economies of North America and Europe. This study was carried out in a Nigerian business environment where organizational behaviours have been scarcely investigated and comparing these findings with earlier studies may help further clarify the emerging work engagement concept.

It is essential to understand how the countries with the highest number of tourist arrivals have managed to recover or not based on the competitiveness of the tourism industry during the pandemic stage. It is necessary to evaluate the policies implemented by each government to maintain the competitive performance of their industries. This chapter proposes a comprehensive review of the policies implemented in the 10 most visited countries according to UNWTO data. Most of these policies are geared toward economic and financial flexibility strategies for companies and individuals in the industry under study. The effectiveness of these policies is evaluated with statistical information extracted from a unified UNWTO database to reduce biases in the effectiveness analysis. Finally, concluding remarks are offered on the effectiveness of the policies and their contribution to the sector's recovery.