Positive Organizational Scholarship: Foundations of a New DisciplineKim Cameron, Jane Dutton Berrett-Koehler Publishers, 09/08/2003 - 450 من الصفحات Scholarship establishes a new field of study in the organizational sciences. Just as positive psychology focuses on exploring optimal individual psychological states rather than pathological ones, Positive Organizational Scholarship focuses attention on optimal organizational states --- the dynamics in organizations that lead to the development of human strength, foster resiliency in employees, make healing, restoration, and reconciliation possible, and cultivate extraordinary individual and organizational performance. While the concept of positive organizational scholarship encompasses the examination of typical and even dysfunctional patterns of behavior, it emphasizes positive deviance from expected patterns. Positive Organizational Scholarship examines the enablers, motivations, and effects associated with remarkably positive phenomena --- how they are facilitated, why they work, how they can be identified, and how researchers and managers can capitalize on them. The contributors do not adopt one particular theory or framework but draw from the full spectrum of organizational theories to understand, explain, and predict the occurrence, causes, and consequences of positivity. Positive Organizational Scholarship rigorously seeks to understand what represents the best of the human condition based on scholarly research and theory. This book invites organizational scholars to build upon and extend the positive organizational phenomena being examined. It provides the definitional, theoretical, and empirical foundations for what will become a cumulative body of enduring work. |
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الصفحة vi
... Cooperrider and Leslie E. Sekerka 16 Authentic Leadership Development 241 Fred Luthans and Bruce Avolio Part 3: Positive Meanings and Positive Connections 259 17 The Power of High-Quality Connections Jane E. Dutton and Emily D. Heaphy ...
... Cooperrider and Leslie E. Sekerka 16 Authentic Leadership Development 241 Fred Luthans and Bruce Avolio Part 3: Positive Meanings and Positive Connections 259 17 The Power of High-Quality Connections Jane E. Dutton and Emily D. Heaphy ...
الصفحة 6
... —positive psychology in Chapter 2 by Peterson and Seligman, and ap- preciative inquiry in Chapter 15 by Cooperrider and Sekerka—are particularly well described in this volume. Other traditions with a focus 6 ⎢ Introduction.
... —positive psychology in Chapter 2 by Peterson and Seligman, and ap- preciative inquiry in Chapter 15 by Cooperrider and Sekerka—are particularly well described in this volume. Other traditions with a focus 6 ⎢ Introduction.
الصفحة 8
... Cooperrider , 1999 ; Cooperrider & Whitney , 2000 ) . Appreciative inquiry refers to a com- posite of change practices based on the assumption that organizations have a positive core that , if revealed and tapped , unleashes positive ...
... Cooperrider , 1999 ; Cooperrider & Whitney , 2000 ) . Appreciative inquiry refers to a com- posite of change practices based on the assumption that organizations have a positive core that , if revealed and tapped , unleashes positive ...
الصفحة 10
... Cooperrider and Sekerka ) . To repeat , POS is not value - neutral . It advocates the position that the desire to improve the human condition is universal and that the capacity to do so is latent in most systems . The means by which ...
... Cooperrider and Sekerka ) . To repeat , POS is not value - neutral . It advocates the position that the desire to improve the human condition is universal and that the capacity to do so is latent in most systems . The means by which ...
الصفحة 12
... con- cept of positive deviance, or the manifestation of extreme positive behaviors in organizations, and they provide a research agenda for further examining the dynamics involved. In Chapter 15, Cooperrider and Sekerka 12 ⎢ Introduction.
... con- cept of positive deviance, or the manifestation of extreme positive behaviors in organizations, and they provide a research agenda for further examining the dynamics involved. In Chapter 15, Cooperrider and Sekerka 12 ⎢ Introduction.
المحتوى
| 29 | |
Upward Spirals and Positive Change | 159 |
Positive Meanings and Positive Connections | 259 |
Conclusion | 359 |
References | 371 |
Index | 449 |
About the Contributors | 457 |
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Academy of Management Administrative Science Quarterly anticipated emotions Appreciative Inquiry authentic leadership Bagozzi Cameron capacity Chapter cognitive context Cooperrider coordination courageous principled action create deviant behavior downsizing Dutton dynamics effects employees empowerment energy example experience facilitate focus focuses foster Fredrickson Gallup Organization ganizational goals gratitude high-quality connections HQCs human individuals knowledge creation leaders learning Luthans Management Journal meaning meaningfulness ment moral motivation negative emotions nizational norms one’s optimism orga organizational behavior organizational form organizational studies organizations outcomes participants performance perspective Peterson posi positive deviance positive emotions positive organizational scholarship positive psychology practices Quinn relational relationships resilience Review role scholars self-efficacy Seligman sensemaking Snyder social capital social network Social Psychology strengths structure theory tion tional tive transcendent behavior transformational leadership University Press values virtues Weick well-being workplace Worline Wrzesniewski York zational