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 33
and answered it by enumerating moral virtues readily inter- pretable as traits: general styles of behavior evident in thought, feeling, and action that develop over time and are displayed or are not in accordance with the situation ...
and answered it by enumerating moral virtues readily inter- pretable as traits: general styles of behavior evident in thought, feeling, and action that develop over time and are displayed or are not in accordance with the situation ...
الصفحة 34
Not only do these characteristics contribute to the stated moral goals of the organization, but they also—certainly not by chance—contribute to the fulfillment of individuals in the organization. A productive goal for the field of ...
Not only do these characteristics contribute to the stated moral goals of the organization, but they also—certainly not by chance—contribute to the fulfillment of individuals in the organization. A productive goal for the field of ...
الصفحة 37
Organizational-level virtues serve the moral goals of an organization and not simply its bottom line, whether this be profit, power, or persistence. The fact that organizations have multiple goals, all labeled “good” ones, challenges us ...
Organizational-level virtues serve the moral goals of an organization and not simply its bottom line, whether this be profit, power, or persistence. The fact that organizations have multiple goals, all labeled “good” ones, challenges us ...
الصفحة 38
tion, and notoriety with moral goodness, and debate ensues about the moral desirability of some of the critical features thereby identified. Our solution to this dilemma is to return to our characterization of individual-level virtues ...
tion, and notoriety with moral goodness, and debate ensues about the moral desirability of some of the critical features thereby identified. Our solution to this dilemma is to return to our characterization of individual-level virtues ...
الصفحة 39
We have so far sidestepped the issue of defining what is moral because of the hoary issues raised by the notion of cultural relativism. The clichéd examples of Nazi Germany or the ferocious Yanomamo of South America make it seem ...
We have so far sidestepped the issue of defining what is moral because of the hoary issues raised by the notion of cultural relativism. The clichéd examples of Nazi Germany or the ferocious Yanomamo of South America make it seem ...
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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