We uncover fundamental dimensions of the process through which organizations embed the practice of fraternity through embarking on an organizational journey in the direction of the common good. Building on the latest encyclical of Pope Francis, _Fratelli Tutti_, about fraternal and social friendship, we offer insight into the understanding of what it means to become a fraternal organization and reflect on the key ethical and paradoxical challenges for organizations aiming at collectively contributing to the common good. We add to previous (...) work by characterizing this journey as a process involving unique ethical challenges that emerge from the paradoxes associated with this process and how this might change the nature of the relationships between organizations and others within the organizational landscape. (shrink)

Like COVID-19, new infectious disease outbreaks emerge almost annually, and studies predict that this trend will continue due to a variety of factors, including an aging population, ease of travel, and globalization of the economy. In response to episodic public health crises, governments and organizations develop, implement, and enforce policies, procedures, protocols, and programs. The epidemiological triad is both a model of disease causation and fundamentally used to design and deploy such control measures. Here we adapt this model to the (...) workplace setting and use the epidemiological triad to characterize the related ethical challenges in implementing the control measures employers face as a guide for a workplace intervention framework. Through this approach, our aim is to show how an integrated ethical framework, grounded in epidemiological principles, has important implications for how we categorize, understand, and resolve the difficult decisions that emerge in the workplace under pandemic conditions. (shrink)

Despite common assumptions that capitalism and compassion are contradictory, we theorize that compassion can be compatible with capitalism, and may either manifest or be inhibited within capitalistic society through a range of organizational approaches. These, in turn, result in varying consequences for employees’ experiences, feelings, and behaviors. In this article, we examine the perceived support provided to employees by their organizations during the 2011 Brisbane flood. Analysis of interview data identifies a continuum of organizational responses: from neglect to ambiguity to (...) compassionate care, each of which engendered various employee experiences, feelings, and behaviors toward themselves, their organizations, and the community at large. The empirical findings lead to theorizing that the perceived organizational responses are consonant with a range of capitalistic tendencies. Perceived organizational neglect is most consonant with neoclassical capitalism, understood as having a primary focus on self-interest and profit maximization. Perceived ambiguity tends to fit with a supplemental capitalism that adds social responsibility to the baseline of classical capitalism. Organizational compassionate care fits with a transformed or conscious capitalism that considers value creation in society to be an organization’s primary purpose. (shrink)

This study examines how authentic leadership influences team performance via the mediating mechanism of team reflexivity. Adopting a self-regulatory perspective, we propose that authentic leadership will predict the specific team regulatory process of reflexivity, which in turn will be associated with two outcomes of team performance, effectiveness and productivity. Using survey data from 53 teams in three organizations in the United Kingdom and Greece and controlling for collective trust, we found support for our stated hypotheses with the results indicating a (...) significant fully mediated relationship. As predicted the self-regulatory behaviors inherent in the process of authentic leadership served to collectively shape team behavior, manifesting in the process of team reflexivity, which, in turn, positively predicted team performance. We conclude with a discussion of how this study extends theoretical understanding of authentic leadership in relation to teamwork and delineate several practical implications for leaders and organizations. (shrink)