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Lookup NU author(s): Dr Andrew Simpson,
Professor Stewart Clegg
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Compassion is almost universally acknowledged as an important issue in the crisis management literature. The dominant perspective, however, approaches compassion instrumentally. The findings of this study on the compassionate support offered (or not) to employees during and after the Brisbane flood crisis of January 2011 provide insight into crisis management as a continuous process rather than a reactionary response when disaster arises. Three significant policy implications are generated: First, compassionate discourses and categorization schemas should be clearly articulated within the organization before crisis. Second, compassionate policies and practices need to be embedded in ongoing organizational routines and policies. Third, initiatives framed as compassion responses should not be assumed to necessarily create positive outcomes; rather, outcomes should be assessed on an ongoing basis.
Author(s): Simpson AV, Clegg SR, Cunha MPe
Publication type: Article
Publication status: Published
Journal: Journal of Contingencies and Crisis Management
Print publication date: 01/06/2013
Online publication date: 08/04/2013
ISSN (print): 0966-0879
ISSN (electronic): 1468-5973
Publisher: Wiley-Blackwell Publishing Ltd.
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