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 v
... Jane E. Dutton, and Robert E. Quinn 2 Positive Organizational Studies: Lessons from Positive Psychology 14 Christopher M. Peterson and Martin E. P. Seligman Part 1: Virtuous Processes,Strengths, and Positive Organizing 29 3 Virtues ...
... Jane E. Dutton, and Robert E. Quinn 2 Positive Organizational Studies: Lessons from Positive Psychology 14 Christopher M. Peterson and Martin E. P. Seligman Part 1: Virtuous Processes,Strengths, and Positive Organizing 29 3 Virtues ...
الصفحة 11
Part 1—“Virtuous Processes, Strengths, and Positive Organizing”—contains chapters on virtues and strengths in individuals and organizations that are associated with positive outcomes. Chapters also discuss extraordinarily positive ...
Part 1—“Virtuous Processes, Strengths, and Positive Organizing”—contains chapters on virtues and strengths in individuals and organizations that are associated with positive outcomes. Chapters also discuss extraordinarily positive ...
الصفحة 12
tensive work being done to classify strengths and virtues in the field of positive psychology. The chapter focuses specifically on six widely shared or- ganizational virtues that help produce the good society, the good workplace, ...
tensive work being done to classify strengths and virtues in the field of positive psychology. The chapter focuses specifically on six widely shared or- ganizational virtues that help produce the good society, the good workplace, ...
الصفحة 18
It does not mean that the positive psychologist is a “positive” (happy, talented, virtuous) person, and it certainly does not imply that other psychologists are “negative” people. After all, humanistic psychologists may or may not be ...
It does not mean that the positive psychologist is a “positive” (happy, talented, virtuous) person, and it certainly does not imply that other psychologists are “negative” people. After all, humanistic psychologists may or may not be ...
الصفحة 23
Our ongoing study of character strengths has found that post–September 11, people report that they are more likely to display the so-called theological virtues: faith, hope, and charity (love) ...
Our ongoing study of character strengths has found that post–September 11, people report that they are more likely to display the so-called theological virtues: faith, hope, and charity (love) ...
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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