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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.

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.