Dr. Ace Volkmann Simpson is a Senior Lecturer in Organisational Behaviour within the UTS Business School at the University of Technology Sydney. He is also a member of the Centre for Management and Organization Studies (CMOS), one of Australia’s most highly ranked management research centers.
Prior to becoming an academic Ace was involved for 20 years in event management within the volunteer sector, organizing cultural events in cooperation with local governments and coordinating with hundreds of volunteers at a time.
Member of the European Academy of Management
Member of the New Zealand Association of Positive Psychology (NZAPP)
NZCER Psychological Test Centre: Restricted psychological test administrator, Levels A, B, Csp, and C.
Ace’s research brings a social perspective to positive organizational scholarship. His research has centered on organizational compassion, which he describes as a complex social relational process' rather than a mere psychological construct.
Subject Cocoordinator for 21129 Managing People and Organizations, a core undergraduate management subject
Subject Coordinator for 21654 Socio Political Contxt of Management, a core indergraduate management subject
Subject Coordinator for 21929 Positive Psychology and the Self, a postgratuate management elective
Cunha, PC, Lopez, MP & Simpson, AV 2018, 'Leaders as organizational authors: What kind of story are you writing?', Organizational Dynamics.
The objective of this work is to discuss the role of leaders in the way organizations write their history. Using metaphorical language as a tool, we adopted the analogy between the concept of 'Author', as considered in the domain of international copyright legal order, and several current theories of leadership. The question we seek to answer is thus: How do leaders influence the writing of organizational histories? We discuss whether this role is based on individual, collective or mixed contributions, who plays the leading role in this writing and how this duality has consequences for the future of the organization. With the use of the author metaphor, the analogy is made with organizational authorship and we seek to develop a model that presents a relation between leaders, followers, leadership styles and literary genres (or sub-genera). We contribute to leadership theory through the introduction of an innovative analysis model that helps to better understand the architecture of organizational history building also on leadership styles, particularly on Spiritual leadership.
Rego, A., Cunha, M.P. & Simpson, A.V. 2018, 'The perceived impact of leaders' humility on team effectiveness: an empirical study', Journal of Business Ethics, vol. 184, no. 1, pp. 205-218.View/Download from: UTS OPUS or Publisher's site
We assess the perceived impact of leaders' humility (both self and other-reported) on team effectiveness, and how this relationship is mediated by balanced processing of information. Ninety-six leaders (plus 307 subordinates, 96 supervisors, and 656 peers of those leaders) participate in the study. The findings suggest that humility in leaders (as reported by others/peers) is indirectly (i.e., through balanced processing) related to leaders' perceived impact on team effectiveness. The study also corroborates literature pointing out the benefits of using other-reports (rather than self-reports) to measure humility, and suggests adding humility to the authentic leadership research agenda.
Berti, M, Simpson, AV & Clegg, SR 2018, 'Making a place out of space: The social imaginaries and realities of a Business School as a designed space', Management Learning, vol. 49, no. 2, pp. 168-186.View/Download from: UTS OPUS or Publisher's site
We chart the sociomaterial imaginaries and realities of a new Frank Gehry–designed University of Technology Sydney Business School as both a space and a place. We review the broad sociological literature on space, considering its philosophical and conceptual parameters. Lefebvre's work is central to such discussion, a centrality that we do not so much question as extend by turning attention from a macro-historical conception of space to consider the specificity of place and placemaking, contributing our 'place in space' heuristic model. We apply the model empirically through analysis of the design and occupancy of the business school, highlighting elements that concurrently produce the phenomenology of space and place. Our findings suggest that while organizational space ensconces power and the production of relationships, the translation of these into an identity ordering place is not a linear process. 'Spatial narratives', characterizing the imagined functions of the building, have been inconsistently materialized, and different actors have re-inscribed alternative functions and meanings in this new place. Theoretically, the article moves debate beyond the frame bequeathed by Lefebvre while building on it, proposing an analysis that affords equal emphasis to material elements (architectural features, furniture, policies) as to discursive elements (symbols, interpretations, narratives).
Cunha, M.P.E., Simpson, A.V., Clegg, S. & Rego, A. 2018, 'Speak! Paradoxical effects of a managerial culture of 'speaking up', British Journal of Management.View/Download from: UTS OPUS or Publisher's site
We explore the intrinsic ambiguity of speaking up in a multinational healthcare subsidiary. A culture change initiative, emphasising learning and agility through encouraging employees to speak up, gave rise to paradoxical effects. Some employees interpreted a managerial tool for improving effectiveness as an invitation to raise challenging points of difference rather than as something 'beneficial for the organization'. We show that the process of introducing a culture that aims to encourage employees to speak up can produce tensions and contradictions that make various types of organizational paradoxes salient. Telling people to "Speak up!" may render paradoxical tensions salient and even foster a sense of low PsySafe.
Rego, A., Owens, B., Yam, K.C., Bluhm, D., Cunha, M.P., Silard, A., Gonalves, L., Martins, M., Simpson, A.V. & Liu, W. 2017, 'Leader humility and team performance: Exploring the mechanisms of team PsyCap and task allocation effectivenes', Journal of Management.
Although there is a growing interest toward the topic of leader humility, extant research has largely failed to consider the underlying mechanisms through which leader humility influences team outcomes. In this research, we integrate the emerging literature of leader humility and social information processing theory to theorize how leader humility facilitates the development of collective team psychological capital, leading to higher team task allocation effectiveness and team performance. While Owens and Hekman (2016) suggest that leader humility has homogenous effects on followers, we propose a potential heterogeneous effect based on the complementarity literature (e.g., Tiedens, Unzueta, & Young, 2007) and the principle of equifinality (leaders may influence team outcomes through multiple pathways; Morgeson, DeRue, & Karam, 2010). In three studies conducted in China, Singapore, and Portugal, including an experiment, a multisource field study, and a three-wave multisource field study, we find support for our hypotheses that leader humility enhances team performance serially through increased team psychological capital and team task allocation effectiveness. We discuss the theoretical implications of our work to the leader humility, psychological capital, and team effectiveness literatures; and offer suggestions for future research.
Rego, P., Lopes, M.P. & Simpson, A.V. 2017, 'The Authentic-Machiavellian Leadership Grid: A typology of leadership styles', Journal of Leadership Studies, vol. 11, no. 2, pp. 48-51.View/Download from: UTS OPUS or Publisher's site
In a world increasingly critical of leadership, we propose a grid representing five primary leadership styles derived from Machiavellian and Authentic Leadership archetypes. We argue that Authenticity and Machiavellianism are independent constructs and not two sides of the same coin as implied in the literature. We conclude suggesting some implications of our grid for leadership accountability and decision-making.
Cunha, M.P.E., Clegg, S.R., Costa, C., Leite, A.P., Rego, A., Simpson, A.V., Sousa, M.O.D. & Sousa, M. 2017, 'Gemeinschaft in the midst of Gesellschaft? Love as an organizational virtue', Journal of Management, Spirituality & Religion, vol. 14, no. 1, pp. 3-21.View/Download from: UTS OPUS or Publisher's site
Love is a powerful human process that has attracted the attention of scholars within the cultural and scientific domains. Thus far, the majority of management scholars have tended to neglect love as a relevant topic of theorizing and research. Given the recent interest in the phenomenon in allied fields such as sociology and psychology, this is surprising. We create, inductively, an archetypical image of how managers make sense of the meaning of love as an organizational phenomenon by means of a sample of Christian managers. The findings indicate that such managers associate love with two core dimensions. First, they describe love as an expression of virtue. Second, they link love with a sense of community-ship. Organizational love can thus be theorized as the exercise of constructing virtuous, other-oriented human communities that transcend the productive functions of work and respond to important human needs, fulfilling normative performativity.
Willmott, H.C., Djelic, M.-.L., Spicer, A., Parker, M., Perrow, C., S. Pugh, D., Spender, J.-.C., Gond, J.-.P., ten Bos, R., Beverungen, A., Calas, M.B., Thompson, G.F., Morgan, G., Clegg, S.R., McSweeney, B., Ahonen, P., Hancock, P., Czarniawska, B., Gospel, H., S. Pitsis, T., Taylor, S., Land, C., Shukaitis, S., Simpson, A.V., Keenoy, T., Vachhani, S., Taskin, L., Cheney, G., Bencherki, N., Perret, V., Allard-Poesi, F., Palpacuer, F., Espinosa, J., Jacobs, D.C., Brewis, J., King, D., Wainwright, T., Thanem, T., Jarvis, W., Hoedemaekers, C., Glynos, J., Towers, I., Mansell, S., Cabantous, L., Cooke, B.M., Marens, R., Munro, I., Komlik, O., Weir, K., Lilley, S., Cailluet, L., Chabrak, N., Huzzard, T., Nadir Alakavuklar, O., Mowles, C., Murphy, J., Le Goff, J., Slater, R., Cambre, M.-.C., Velez-Castrillon, S., Laouisset, D.E., Schmidt, S.M., Erturk, I., Meyer, A.D., Kuhn, T., Huault, I., Tchalian, H., Clarke, T., Cassiers, I., Chanteau, J.-.P., Malaurent, J., Cooper, D.J., O'Reilly, D., Pirson, M., Srinivas, N., de Souza Rosa Filho, D., Faria, A., Mir, R., Serrano Archimi, C., Cairns, G., Tennent, K., Doherty, D., Wartzman, R., Liew, P., Hlupic, V., Bourguignon, A., O'Mahoney, J., Riaz, S., Al-Amoudi, I., Montiel, O., McKenna, S., Bosch, H.V.D., Rees, C., Bell, E., Kyriakidou, O., Cathcart, A., Ridley-Duff, R.R., Stevenson, L., Kornelakis, A. & Veldman, J. 2016, 'The Modern Corporation Statement on Management', Humanistic Management Network, Research Paper Series, no. 51, pp. 1-7.View/Download from: UTS OPUS
Simpson, A.V., Pina e Cunha, M. & Rego, A. 2015, 'Compassion in the Context of capitalistic organizations: Evidence from the 2011 Brisbane floods', Journal of Business Ethics, vol. 130, no. 3, pp. 683-703.View/Download from: UTS OPUS or Publisher's site
Despite common assumptions that capitalism and compassion are contradictory, we theorize that compassion (1) can be compatible with capitalism, and (2) 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 experi- ences, 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 ten- dencies. Perceived organizational neglect is most conso- nant 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 organizations primary purpose.
Simpson, A.V., Clegg, S., Cunha, M.P.E. & Marcelino, A.R. 2015, 'Expressões de compaixão: Práticas organizacionais no rescaldo de uma crise (Expressions Of Compassion: Organizational Practices In The Aftermath Of A Crisis)', Revista Brasileira de Estudos Organizacionais, vol. 2, no. 1, pp. 33-57.View/Download from: UTS OPUS
Compassion is almost universally acknowledged as an important issue in the crisis management literature. The dominant perspective, however,
approaches compassion instrumentally as a practical tool for conveying
messages to achieve goals of protecting organizational assets. 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 continuous process rather than a reactionary response to disaster when it arises. Three significant policy implications are generated in relation to organizational response and processes of compassion in times of crisis: First, compassionate discourses and categorization schemas should be clearly articulated within the organization before crisis (i.e. compassionate organizations express compassion as quotidian practice). 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.
Simpson, A.V., Cunha, M.P.E. & Clegg, S. 2015, 'Hybridity, sociomateriality and compassion: What happens when a river floods and a city's organizations respond?', Scandinavian Journal of Management, vol. 31, no. 3, pp. 375-386.View/Download from: UTS OPUS or Publisher's site
In this study we analyze the ethics of compassionate support provided by organizations to their employees during and after the Brisbane flood crisis of January 2011. The relationship between the social and the material is often taken for granted in discussions of compassion, which has largely been conceived as an emotion or an ethical virtue. By contrast, we see it as a variable state that is contingent on phenomenal events, social relations, organizational routines, technology and corporeality. These are entangled in temporal processes in which the ethics of organizing compassion are constituted. When traumatic events occur processes of sociomateriality can substantiate or negate organizational compassion.
Simpson, A.V. & Berti, M. 2014, 'Being social in organizational studies: the early works of Stewart Clegg', Journal of Political Power, vol. 7, no. 2, pp. 307-318.View/Download from: UTS OPUS or Publisher's site
Routledge Revivals, an initiative that aims to reissue out of print works by distin- guished academics, has republished six early publications (co-)authored or edited over an 11-year period between 1975 and 1986 by Stewart Clegg. These are works by Clegg as an early career researcher, not yet established in either sociology or management but hovering in between the two disciplines.
Clegg's (2005) 'Vita Contemplative' indicates that he wrote the first of these books as a lonely sociologist in a Management Center. The second was also produced therein, but in the context of involvement in the nascent stages of the European Group for Organization Studies (EGOS), whose founding meeting was held in 1974. The third was written in the setting of an avant-garde School of Humanities at Griffith University, where Clegg teamed up with Geoff Dow, a politi- cal economist, and his friend Paul Boreham (from the University of Queensland), an industrial sociologist. The other books were published when Clegg was Head of the Sociology Department at the University of New England. There was no Business School within Queensland's universities at the time of his early appointment.
These books laid the foundations for Clegg's subsequent work by emphasizing the social, particularly power relations, within management and organizational studies, leading to his becoming the acclaimed organization and management scholar of today. In broad terms, the six early books by Clegg concern both organizations and sociology, with differing emphases in each volume. The following is a chronological review of these early texts, concluding with some observations on the value they might contribute to contemporary scholarship.
Simpson, A.V., Clegg, S.R. & Pitsis, T.S. 2014, 'Normal compassion: A framework for compassionate decision making', Journal of Business Ethics, vol. 119, no. 4, pp. 473-491.View/Download from: UTS OPUS or Publisher's site
In this empirical paper, we present a model of the dynamic legitimizing processes involved in the receiving and giving of compassion. We focus on the idea of being `worthy of compassion and show how ideas on giving and receiving compassion are highly contestable. Recognition of a worthy recipient or giver of compassion constitutes a socially recognized claim to privilege, which has ethical managerial and organizational implications. We offer a model that assists managers in fostering ethical strength in their performance by encouraging reflection on the ethical complexity involved in compassion relations. The model emphasizes the dynamics of both the givers and receivers of compassion and so can also be used by organizations to both assess how others may view the legitimacy of their compassion relations and also to develop a positive organizational ethic of compassionate conduct. Dear Authors, We are pleased to inform you that the Senior Editor for Special Issues of the Journal of Business Ethics has reviewed and accepted your paper for inclusion in the Special Issue on Positive Organizational Ethics. We thank you for your patience during the extended review process. "The dynamics of compassion: A framework for compassionate decision making" makes an important contribution to the Special Issue. Given an additional revision round for some authors, we expect the issue to go into production this summer. All the best, Leslie, Debbie, and Lindsey
Simpson, A.V., Clegg, S.R., Lopes, M.P., e Cunha, M.P., Rego, A. & Pitsis, T.S. 2014, 'Doing compassion or doing discipline? Power relations and the Magdalene Laundries', Journal of Political Power, vol. 7, no. 2, pp. 253-274.View/Download from: UTS OPUS or Publisher's site
We address the Magdalene Laundries. On the one hand this institution was constituted as a compassionate response to managing troubled young women; on the other hand it was seen as a disciplinary apparatus imposing total institutional life on its inmates. The antinomy of views about the institution is evident in the analysis we make of 116 comments by 66 commenters on an online newspaper article about the Magdalene Laundries. We analyse these comments in the context of broader concerns about contemporary approaches to the topic of organizational compassion. We argue that organizational compassion is a complex social process embedded within power relations that can be disciplinary in nature and create ambivalent rather than wholly positive outcomes.
Simpson, AV, Clegg, SR & Pitsis, TS 2014, 'I used to care but things have changed: A genealogy of compassion in organizational theory', Journal of Management Inquiry, vol. 23, no. 4, pp. 347-359.View/Download from: UTS OPUS or Publisher's site
Simpson, A.V., Clegg, S.R. & Pina e Cunha, M. 2013, 'Expressing compassion in the face of crisis: Organizational practices in the aftermath of the Brisbane floods of 2011', Journal of Contingencies and Crisis Management, vol. 21, no. 2, pp. 115-124.View/Download from: UTS OPUS or Publisher's site
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
In this paper, we analyse the significance of compassion as an emotion in its relationship to various manifestations of power within the organisational context. We critique those theories of compassion that assume that compassion in organsational contexts is motivated only by a noble intent. The paper draws on a study of organisational responses to the flood that devastated the City of Brisbane Australia on the morning of 11 January 2011. We use a framework of `circuits of power to provide a triple focus on interpersonal, organisational and societal uses of power together with a model of coercive, instrumental and normative organisational power. We present our findings in a framework constructed by overlapping these frameworks. The unique contribution of this paper is to provide a conceptualisation of organisational compassion enmeshed with various modes of power exercised in and by organisations.
Depression is an increasing problem affecting New Zealand society with enormous social costs. Determining the best form of treatment for depressive symptoms is a complex issue located in an ongoing professional debate. This article asks what is best treatment for a hypothetical patient, Nancy residing in Aotearoa. It considers how we might know what is best for the patient. The medical model, with its disease perspective , sees cure in specific ingredients. Within this model Randomised Clinical Trials (RCTs) are viewed as the best research method to determine the mos t effective therapy modality. RCTs however do not establish effectiveness in the practice setting. Within the bicultural New Zealand context this suggests that our patient may not be helped by a practitioner following an intervention recommended by the findings of RCTs. The contextual model views the effectiveness of psychotherapy as related to the context of the psychotherapy process regardless of the modality used. A related research methodology is single participant case studies. It is suggested that recording and aggregating the findings of single participant-case studies might produce more realistic data , generalisable to both New Zealand's Pakeha and Maori populations.
In this paper we analyse the significance of compassion as an emotion in its relationship to various manifestations of power within the organizational context. We critique those theories of compassion that assume that compassion in organizational contexts is motivated only by a noble intent. The paper draws on a study of organizational responses to the flood that devastated the City of Brisbane Australia on the morning of January 11, 2011. We use Clegg's (1989) research framework of 'circuits of power' to provide a triple focus on interpersonal, organizational and societal uses of power together with Etzioni's (1961) model of coercive, instrumental and normative organizational power. We present our findings in a framework constructed by overlapping Clegg (1989) and Etzioni's (1961) frameworks. The unique contribution of this paper is to provide a conceptualization of organizational compassion enmeshed with various modes of power exercised in and by organizations.
Pitsis, T.S., Simpson, A. & Dehlin, E. 2014, 'Introduction: an entree to organizational and managerial Innovation' in Pitsis, T.S., Simpson, A.V. & Dehlin, E. (eds), The Handbook of Organizational and Managerial Innovation, Edward-Elgar, Glos, UK, pp. 1-12.View/Download from: UTS OPUS
Pitsis, T.S., Simpson, A.V. & Dehlin, E. 2012, 'Introduction: an entree to organizational and managerial innovation' in Pitsis, T., Simpson, A. & Dehlin, E. (eds), Handbook of Organizational and Managerial Innovation, Edward Elgar, Cheltenham Uk, Northampton MA, USA, pp. 1-9.View/Download from: Publisher's site
to make changes in something established, especially by introducing new methods, ideas, or products. Innovation: the action or process of innovating. (Oxford Dictionary Online) The Oxford definitions of innovate and innovation present innovation as altering the nature or state of something that already exists. Hidden in the definition but often missed in innovation work are the political, powerrelational complexities inherent in what is seemingly a benign word in the innovation process: specifically the word `to make. Making innovation is never free of its social context, its resistors, enablers, recalcitrants, champions and the like. Indeed, innovation can be thought of as the very stuff of social relations, as in the case of Hannah Arendts (1958) idea of innovation being integral to democracy and vice versa. Wherever there is an absence of democracy, Arendt argued, there is also the decline of innovation. Without wishing to sound too clichéd, innovation is the cornerstone of human progress and of a free and democratic world. Unlike what is presented in a large body of the mainstream economic literature on innovation (see Swann, 2009), innovation is as much about process and practice innovation, as it is about the innovation of technology or product. While the term innovation is often touted as an underlying value within society and as a core aim in the rhetoric of many organizations, the reality is that innovation is a slippery concept.
Cunha, MPE, Rego, A, Simpson, AV & Clegg, S 2018, 'Practicing virtues through deliberation: A paradoxical lens', Society of Business Ethics, Chicago.
The field of management and organizational studies has developed to include Positive Organizational Scholarship, in which the notion of virtue is a central concern. Organizational virtues have been variously portrayed as linearities, balances, and curvilinearities. In this paper we explore another possibility: framing virtues under the lens of paradox. When viewed as paradoxes, virtues are seen as characteristics embedded in processes fraught with the tensions of a democratic ethos, expressing potential for synergy and trade-off. The virtue resides in the processes of democracy dealing with the paradoxes that the virtues entail, in a process without finitude. We discuss the organizational implications resulting from perceiving positivity as paradox.
Analysis of the literature suggests organizational compassion is a four-construct process of noticing, empathising, assessing and responding (NEAR), which occurs at the interpersonal level (i.e. between colleagues) but is supported by organizational processes, routines, values and leadership. The literature further suggests that the unfolding of compassionate responding is sequential, and although the exact order is uncertain, it is generally assumed to be preceded by noticing, empathising and assessing. That is, noticing another colleague suffering contributes to empathy, which contributes to assessments and finally informs appropriate responding. Another important consideration is that compassion is most likely to unfold in workplaces where employees experience a high level of perceived organizational support (POS), and there remain questions concerning organizational compassion as an extension of POS. However, as past organizational compassion research has been almost solely qualitative and constructivist in nature, it remains a challenge to test these propositions, and moreover, compare the concept's universality outside of influential case studies. In response, the current paper explores the development, validity and reliability of a quantitative psychometric tool to account for these related conceptualizations of organizational compassion. It further tests hypotheses generated from the previous qualitative research specifically concerning the antecedents of organizational compassionate responding, and the relationship between POS and organisational compassion. The potential for a robust quantitative tool to examine organisational compassion complements the existing qualitative research and has the potential to constitute a significant contribution to the literature.
Simpson, AV & Farr-Wharton, B 2017, 'The NEAR Organizational Compassion Scale: validity, reliability and correlations', Australian and New Zealand Academy of Management, Melbourne.View/Download from: UTS OPUS
Stein, J.A., Simpson, A.V., Berti, M. & Hermens, A. 2017, ''Keeping the axe workshop going': Australian manufacturing and the hidden maintenance of historical practices', The Maintainers II: Labor, Technology and Social Order, Stevens Institute of Technology.View/Download from: UTS OPUS
Cunha, M., Rego, A. & Simpson, A.V. 2016, 'Why positive interventions originate organizational contradictions', European Group for Organisational Studies (EGOS), Naples, Italy.View/Download from: UTS OPUS
Simpson, A.V., Berti, M., Stein, J. & Hermens, A. 2016, 'Tradition of innovation and innovation of tradition: Processes of constructive disruption in a family firm', European Group of Organisation Studies (EGOS), Naples, Italy.View/Download from: UTS OPUS
Simpson, A.V. 2015, 'Navigating dilemmas of organizational compassion by cultivating complimentary virtues of wisdom and power', Academy of Management (AoM), Vancouver Canada.View/Download from: UTS OPUS
Berti, M., Simpson, A.V. & Clegg, S. 2015, 'Design, designing and designs: "a new school of thought"', European Group for Organisational Studies Colloquium (EGOS), Athens, Greece.View/Download from: UTS OPUS
Mukherjee, A., Franois-Xavier, D.V., Clegg, S., Berti, M., Simpson, A.V. & Naar, L. 2015, 'Making space for the material in the social world: Critically applying Lefebvre's triad to organisational space', European Group for Organisational Studies Colloquium (EGOS), Athens, Greece.
Berti, M., Simpson, A.V. & Jarvis, W. 2015, 'Opening governance to co-designed co-determination for economic democracy', Academy of Management Proceedings, Academy of Management Annual Meeting, Vancouver.View/Download from: UTS OPUS or Publisher's site
We explore 'governance' in relation to five meanings of 'open': (1) by exploring co-determination under German law (Mitbestimmung) and by analysing the method of design thinking with its emphasis on empathy to the user experience, we investigate 'open' as more democratically shared power, information and responsibility ; (2) in using the genealogical method of historical investigation we express 'open' as exposing something that is covered; (3) by initiating this discussion with the academic community, we invite frank 'open' discussion; (4) in not positing a final thesis, we leave the conclusion unsettled and 'open' for further debate and analysis; (5) yet, we do hope this discussion will lead to new approaches to governance, thereby establishing or 'opening' 'co-designed open governance' as a new enterprise.
Redfern, K.A. & Simpson, A. 2014, 'Character Strengths in Employees in the People's Republic of China: Analysis the Factor Structure of the VIA Inventory of Strengths.', ANZAM 2014, Australian and New Zealand Academy of Management (ANZAM), Sydney, Australia.View/Download from: UTS OPUS
Simpson, A.V. 2014, 'Augmenting the Limitations of Organizational Compassion with Wisdom and Power: Insights from Bhutan', Proceedings of the 28th ANZAM Confernece 3-5 December 2014 UTS Sydney, Australian and New Zealand Academy of Management Conference, ANZAM, Sydney, Australia, pp. 1-19.View/Download from: UTS OPUS
Compassionate organizational practices emphasizing human dignity and wellbeing within the workplace have been identified as underpinning a great number of organizational benefits. These include enhanced employee engagement, commitment, loyalty, trust and productivity, along with reduced absenteeism and turnover. Drawing upon insights on administrative compassion in Bhutan, I suggest that it is a folly to single out compassion on its own as the source of positive organizational outcomes. I argue that additional qualities of phronesis or wisdom and understanding of the workings of power are equally crucial. Indeed, without these additional attributes, compassion can be sentimental and misguided, indicating a lack of judgment that increases suffering.
Simpson, A.V., Regio, A. & Cunha, M. 2014, 'When the feeling of being humble is not humble: Exploring (im)modesty effects on leaders', International Conference on Business and Information, Osaka, Japan.View/Download from: UTS OPUS
Simpson, A.V. & e Cunha, M.P. 2013, 'The mediating effects of organizational compassion in reducing antisocial withdrawal and promoting pro-social behavior in crisis.', EURAM 2013: 13th Annual Conference of the European Academy of Management, Annual Conference of the European Academy of Management, European Academy of Management, Istanbul, Turkey, pp. 1-35.View/Download from: UTS OPUS
How employees react to disaster, injury, or grief has been represented by research in two contradictory ways. One perspective, generativity theory, suggests greater pro-social engagement, while terror management theory suggests that defensive social withdrawal is more likely. Reconciliation theorists seek to resolve this contradiction with a number of plausible explanations. One oversight of these explanations is that they don't consider the role organisational compassion can play in transforming employees anxiety and panic in the face of tragedy, into peace of mind, gratitude, and care for others. Presenting findings from the Queensland Floods of 2010/2011, we suggest that by responding to employee anxiety with compassion, organizations can mediate the effects of employee distress or existential anxiety, and facilitate a generative pro-social response of engagement, commitment, satisfaction, and supportive co-worker relations.