Our model of emergent organizational capacity for compassion proposes that orga nizations can develop the capacity for compassion without formal direction. Relying on a framework from complexity science, we describe how the system conditions of agent diversity, interdependent roles, and social interactions enhance the likelihood of self-organizing around an individual response to a pain trigger. When agents then modify their roles to incorporate compassionate responding, their interactions amplify responses, changing the system, and a new order emerges: organizational capacity for compassion. In this new order the organization's structure, culture, routines, and scanning mechanisms incorporate compassionate responding and can influence fu ture responses to pain triggers. We shall draw from the heart of suffering itself the means of inspiration and survival (Churchill, 1941: 275). We all experience tragedies in our lives at some point, whether in the form of financial woes, the death of a family member, or a severe illness, among many others. Although these tragedies are personal, the suffering they cause spills over into our professional lives as well, making tragedy and suffering unavoidable re alities of organizational life (Frost et al., 2006). Compassion, defined as an empathetic action undertaken to alleviate another's pain (Frost,

Although innovation is considered the lifeblood of many organisations, firms are often challenged to derive the anticipated performance benefits of innovation. Research on the performance outcomes of innovation is similarly beset with mixed results and ambiguity. Through a meta-analysis of 62 studies over 20 years, this paper confirms a strong linkage between innovation and performance and reveals several contingencies. First, we find that inconsistency across performance outcomes is driven in part by stakeholder appropriation. Second, we find that hypercompetition is persistent over time and across industries. Finally, our aggregation of the evidence shows the integration of product and process innovation yields stronger performance gains than product innovation alone, and large firms reap greater performance benefits from innovation than small firms do. We build on these findings to bring focus to areas in which managers may improve performance gains from innovation, and highlight additional areas that can be informed by future research.

The new majority of faculty in today's colleges and universities are part-time, yet sizable gaps exist in the research on their needs, interests, and experiences. Further, the peer-reviewed scholarship is largely quantitative. Principally, it focuses on the utility of the adjunct work force, comparisons between part-time and full-time faculty, and personal, institutional, or systemic stressors related to institutional reliance on a part-time workforce. The purpose of this study is to ascertain, through qualitative inquiry, the experiences of part-time faculty at a midsized, comprehensive public university. Data from 85 participants were coded, analyzed, and integrated into three core themes. The first, receiving outreach, speaks to inconsistent outreach, messaging, and communication from and across the institution. Mentoring was identified as a prevailing sub-theme and a plausible method of mitigating extant disconnects. The second core theme, navigating challenges, classified the teaching quandaries revealed by this cadre: student engagement and learning, quality of work-life interaction, and community disconnect. The third theme, developing skills, reflected part-time faculty members' needs and interests related to cultivating additional knowledge required for advancing university teaching. While responses are localized, their meanings may be transferred to other campuses through the incremental adoption of programs, services, and advocacy efforts.

Purpose The purpose of this paper is to examine the differential effects of workplace stress and the use of social support by contingent vs standard employees. Design/methodology/approach Conservation of resources (COR) theory is used to frame research questions. Using content analysis of 40 interviews from individuals in the hospitality industry, differences between the levels of stress reported by contingent and standard employees as well as differences in their use of social support networks to offset stress is examined. Findings Contingent employees report experiencing more stress than do standard employees in the same profession. Furthermore, contingent employees seek out more social support than do standard employees. There was no difference between the two groups with respect to the desire for social support from three sources: vertical, horizontal, and customer groups. Originality/value This study extends the literature on contingent workers, the literature on how different types of employees deal with stress, as well as adding to the COR literature by showing that contingent employees experience and assuage their stress differently than do standard employees.

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