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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Kim S. Cameron, Jane E. Dutton, and Robert E. Quinn Imagine a world in which almost all organizations are typified by greed, selfishness, manipulation, secrecy, and a single-minded focus on winning. Wealth creation is the key indicator ...
Kim S. Cameron, Jane E. Dutton, and Robert E. Quinn Imagine a world in which almost all organizations are typified by greed, selfishness, manipulation, secrecy, and a single-minded focus on winning. Wealth creation is the key indicator ...
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A focus on competition and profitability in the first worldview, for example, is crucial for understanding ... POS does not represent a single theory, but it focuses on dynamics that are typically described by words such as excellence, ...
A focus on competition and profitability in the first worldview, for example, is crucial for understanding ... POS does not represent a single theory, but it focuses on dynamics that are typically described by words such as excellence, ...
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“Positive,” in other words, represents an affirmative bias and orientation, not a substitute for other more common organizational phenomena. More often than not, POS focuses on phenomena that are displayed “not in accordance with the ...
“Positive,” in other words, represents an affirmative bias and orientation, not a substitute for other more common organizational phenomena. More often than not, POS focuses on phenomena that are displayed “not in accordance with the ...
الصفحة 6
commitment, leadership development, and firm profitability, in contrast to a more typical focus on managing or overcoming weaknesses (see Chapter 8 by Clifton and Harter). As this sampling of studies implies, a POS lens ex- poses new or ...
commitment, leadership development, and firm profitability, in contrast to a more typical focus on managing or overcoming weaknesses (see Chapter 8 by Clifton and Harter). As this sampling of studies implies, a POS lens ex- poses new or ...
الصفحة 7
Other traditions with a focus on positive phenomena include community psychology, humanistic organizational behavior, organizational development, prosocial motivation and citizenship behavior, and corporate social responsibility.
Other traditions with a focus on positive phenomena include community psychology, humanistic organizational behavior, organizational development, prosocial motivation and citizenship behavior, and corporate social responsibility.
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المحتوى
14 | |
Virtuous ProcessesStrengths and Positive Organizing | 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