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
... Wrzesniewski 20 Fostering Meaningfulness in Working and at Work 309 Michael G. Pratt and Blake E. Ashforth 21 Positive Organizational Network Analysis and Energizing Relationships 328 Wayne Baker, Rob Cross, and Melissa Wooten 343 22 ...
... Wrzesniewski 20 Fostering Meaningfulness in Working and at Work 309 Michael G. Pratt and Blake E. Ashforth 21 Positive Organizational Network Analysis and Energizing Relationships 328 Wayne Baker, Rob Cross, and Melissa Wooten 343 22 ...
الصفحة vii
... . Cameron , Jane E. Dutton , Robert E. Quinn , and Amy Wrzesniewski References Index About the Contributors 359 361 371 449 457 This page intentionally left blank Acknowledgments We wish to acknowledge Contents | vii.
... . Cameron , Jane E. Dutton , Robert E. Quinn , and Amy Wrzesniewski References Index About the Contributors 359 361 371 449 457 This page intentionally left blank Acknowledgments We wish to acknowledge Contents | vii.
الصفحة 5
... Wrzesniewski); or, how the cascading dynamics of empowerment create broader inclusion of stakeholders in public organizations, in contrast to a focus on the political dynamics of stakeholder demands (see Chapter 22 by Feldman and ...
... Wrzesniewski); or, how the cascading dynamics of empowerment create broader inclusion of stakeholders in public organizations, in contrast to a focus on the political dynamics of stakeholder demands (see Chapter 22 by Feldman and ...
الصفحة 13
... Wrzesniewski and 20 by Pratt and Ashforth focus on the positive meanings created at work and their impact on individuals and or- ganizations. Wrzesniewski focuses on the powerful effects of work orienta- tions referred to as “callings ...
... Wrzesniewski and 20 by Pratt and Ashforth focus on the positive meanings created at work and their impact on individuals and or- ganizations. Wrzesniewski focuses on the powerful effects of work orienta- tions referred to as “callings ...
الصفحة 26
... ( Wrzesniewski , McCauley , Rozin , & Schwartz , 1997 ) . 12. Conduct longitudinal research , listen to what research participants have to say , but also use hard measures where possible . When we think of the best examples of positive ...
... ( Wrzesniewski , McCauley , Rozin , & Schwartz , 1997 ) . 12. Conduct longitudinal research , listen to what research participants have to say , but also use hard measures where possible . When we think of the best examples of positive ...
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