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 5
... enable positive consequences for individuals, groups, and or- ganizations (see Chapter 12 by Bagozzi). “Positive,” in other words, represents an affirmative bias and orientation, not a substitute for other more common organizational ...
... enable positive consequences for individuals, groups, and or- ganizations (see Chapter 12 by Bagozzi). “Positive,” in other words, represents an affirmative bias and orientation, not a substitute for other more common organizational ...
الصفحة 13
... enable individuals to thrive. In Chapter 18, Gittell uses the idea of high-quality connections to build a new perspective on the positive dynamics of coordination mechanisms in organizations. Chapters 19 by Wrzesniewski and 20 by Pratt ...
... enable individuals to thrive. In Chapter 18, Gittell uses the idea of high-quality connections to build a new perspective on the positive dynamics of coordination mechanisms in organizations. Chapters 19 by Wrzesniewski and 20 by Pratt ...
الصفحة 16
... enable positive experiences, and the study of positive institutions (families, schools, businesses, communities, societies) that enable positive traits and thereby positive experiences (Seligman, 2002). We are adamant that these topics ...
... enable positive experiences, and the study of positive institutions (families, schools, businesses, communities, societies) that enable positive traits and thereby positive experiences (Seligman, 2002). We are adamant that these topics ...
الصفحة 29
... enable, and are enabled by, these virtues are highlighted in each chapter. Looking across the chapters here, at least three especially generative ideas are highlighted. These synergies are also supplemented by a host of fertile insights ...
... enable, and are enabled by, these virtues are highlighted in each chapter. Looking across the chapters here, at least three especially generative ideas are highlighted. These synergies are also supplemented by a host of fertile insights ...
الصفحة 42
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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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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