Positive Organizational Scholarship: Foundations of a New DisciplineScholarship 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
... and Stefan Thomke 14 Positive Deviance and Extraordinary Organizing 207 Gretchen M. Spreitzer and Scott Sonenshein 15 Toward a Theory of Positive Organizational Change 225 David L. Cooperrider and Leslie E. Sekerka 16 Authentic ...
... and Stefan Thomke 14 Positive Deviance and Extraordinary Organizing 207 Gretchen M. Spreitzer and Scott Sonenshein 15 Toward a Theory of Positive Organizational Change 225 David L. Cooperrider and Leslie E. Sekerka 16 Authentic ...
الصفحة 7
Its focus is on strengths and on building the best in life. The basic assumption is that goodness and excellence are not illusions but are authentic states and modes of being that can be analyzed and achieved.
Its focus is on strengths and on building the best in life. The basic assumption is that goodness and excellence are not illusions but are authentic states and modes of being that can be analyzed and achieved.
الصفحة 13
They define what is meant by authentic leadership and offer a theoretically driven model for developing authentic leaders. Part 3 contains chapters focusing on relationships, positive connections, and meaningfulness.
They define what is meant by authentic leadership and offer a theoretically driven model for developing authentic leaders. Part 3 contains chapters focusing on relationships, positive connections, and meaningfulness.
الصفحة 16
assumption that positive psychology urges is that human goodness and ex- cellence are as authentic as disease, disorder, and distress. We parse the concerns of positive psychology into three related topics: the study of positive ...
assumption that positive psychology urges is that human goodness and ex- cellence are as authentic as disease, disorder, and distress. We parse the concerns of positive psychology into three related topics: the study of positive ...
الصفحة 35
Industry/perseverance/diligence: Finishing what one starts; persisting in a course of action in spite of obstacles; “getting it out the door”; taking pleasure in completing tasks. Integrity/honesty/authenticity: Speaking the truth but ...
Industry/perseverance/diligence: Finishing what one starts; persisting in a course of action in spite of obstacles; “getting it out the door”; taking pleasure in completing tasks. Integrity/honesty/authenticity: Speaking the truth but ...
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المحتوى
14 | |
29 | |
Organizational Virtuousness and Performance | 48 |
Positive Organizing and Organizational Tragedy | 66 |
Acts of Gratitude in Organizations | 81 |
Investing in Strengths | 111 |
Courageous Principled Action | 138 |
Upward Spirals and Positive Change | 159 |
Toward a Theory of Positive Organizational Change | 225 |
Authentic Leadership Development | 241 |
Positive Meanings and Positive Connections | 259 |
A Theory of Relational Coordination | 279 |
Finding Positive Meaning in Work | 296 |
Fostering Meaningfulness in Working and at Work | 309 |
Positive Organizational Network Analysis and Energizing | 328 |
Empowerment and Cascading Vitality | 343 |
Positive and Negative Emotions in Organizations | 176 |
New Knowledge Creation in Organizations | 194 |
Positive Deviance and Extraordinary Organizing | 207 |
Developing a Discipline of Positive Organizational Scholarship | 361 |
Index | 449 |
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عبارات ومصطلحات مألوفة
Academy achieve action activities American Appreciative approach associated authentic become behavior building capacity Chapter competence connections context contribute coordination courage create creation described Dutton dynamics effects employees enable energy engage example experience facilitate feel focus focuses foster functioning future goals gratitude hope human identity important increase individuals inquiry involves Journal knowledge lead leaders leadership learning Management meaning meaningfulness measures Michigan moral motivation negative norms one’s optimism organizations outcomes participants performance perspective positive deviance positive emotions positive organizational positive psychology possible practices Press problems produce questions relational relationships resilience response Review role scholarship School Science sense shared social specific strengths structure suggest task theory thinking tion transcendent understanding University values virtues virtuousness York