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 5
It takes classic questions such as those of or- ganizational leadership and design and uncovers new understanding by ex- amining positive processes that create these patterns (see Chapter 16 by Luthans and Avolio and Chapter 18 by ...
It takes classic questions such as those of or- ganizational leadership and design and uncovers new understanding by ex- amining positive processes that create these patterns (see Chapter 16 by Luthans and Avolio and Chapter 18 by ...
الصفحة 8
[it] involves in a central way the art and practice of asking questions that strengthen a system's capacity to apprehend, anticipate, and heighten positive potential” (Cooperrider & Whitney, 2000: 5). Chapter 15 in this volume describes ...
[it] involves in a central way the art and practice of asking questions that strengthen a system's capacity to apprehend, anticipate, and heighten positive potential” (Cooperrider & Whitney, 2000: 5). Chapter 15 in this volume describes ...
الصفحة 11
... and guide further scholarly work with suggested research questions and additional areas of needed study. The chapters are intended to be invitations to further work by providing a foundation upon which scholarship can expand.
... and guide further scholarly work with suggested research questions and additional areas of needed study. The chapters are intended to be invitations to further work by providing a foundation upon which scholarship can expand.
الصفحة 15
Psychologists interested in promoting human potential need to start with different assumptions and to pose different questions from their peers who assume a disease model. The most basic assumption that positive psychology urges is that ...
Psychologists interested in promoting human potential need to start with different assumptions and to pose different questions from their peers who assume a disease model. The most basic assumption that positive psychology urges is that ...
الصفحة 20
As one answer to this question, positive psychology has identified compelling empirical parables—studies that provide a ready handle on the field because their findings are intriguing and nonobvious. When we give talks about positive ...
As one answer to this question, positive psychology has identified compelling empirical parables—studies that provide a ready handle on the field because their findings are intriguing and nonobvious. When we give talks about positive ...
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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