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 4
... motivations (e.g., unselfish- ness, altruism, contribution without regard to self), and the outcomes or effects (e.g., vitality, meaningfulness, exhilaration, high-quality relationships) asso- ciated with positive phenomena. POS is ...
... motivations (e.g., unselfish- ness, altruism, contribution without regard to self), and the outcomes or effects (e.g., vitality, meaningfulness, exhilaration, high-quality relationships) asso- ciated with positive phenomena. POS is ...
الصفحة 7
... motivation and citizenship behavior, and corporate social responsibility. Positive Psychology In 1998 the president of the American Psychological Association, Martin Seligman, initiated a new emphasis in the field of psychology ...
... motivation and citizenship behavior, and corporate social responsibility. Positive Psychology In 1998 the president of the American Psychological Association, Martin Seligman, initiated a new emphasis in the field of psychology ...
الصفحة 10
... motivation can uncover unexpected and transcendent motiva- tional dynamics ( see Chapter 9 by Bateman and Porath ) ; and typical work on problem solving and deficit gaps can uncover abundance gaps ( see Chapter 15 by Cooperrider and ...
... motivation can uncover unexpected and transcendent motiva- tional dynamics ( see Chapter 9 by Bateman and Porath ) ; and typical work on problem solving and deficit gaps can uncover abundance gaps ( see Chapter 15 by Cooperrider and ...
الصفحة 12
... motivation. Transcendent motivation is that which surpasses environment or personal constraints and creates positive change in the person or the environment. Conceptual and empirical dimensions of the construct are developed. Chapter 10 ...
... motivation. Transcendent motivation is that which surpasses environment or personal constraints and creates positive change in the person or the environment. Conceptual and empirical dimensions of the construct are developed. Chapter 10 ...
الصفحة 30
... motivating quality of virtues and their association with intrinsic motivation rather than external incentives. And chapters by Clifton and Harter, Sutcliffe and Vogus, and Weick describe studies showing increases in individual and ...
... motivating quality of virtues and their association with intrinsic motivation rather than external incentives. And chapters by Clifton and Harter, Sutcliffe and Vogus, and Weick describe studies showing increases in individual and ...
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