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 5
... 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 Gittell). Whereas POS does not re- ject the examination of ...
... 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 Gittell). Whereas POS does not re- ject the examination of ...
الصفحة 6
Foundations of a New Discipline Kim Cameron, Jane Dutton. 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 ...
Foundations of a New Discipline Kim Cameron, Jane Dutton. 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 ...
الصفحة 13
... leadership. They define what is meant by authentic leadership and offer a theoretically driven model for developing authentic leaders. Part 3 contains chapters focusing on relationships, positive connections, and meaningfulness. In ...
... leadership. They define what is meant by authentic leadership and offer a theoretically driven model for developing authentic leaders. Part 3 contains chapters focusing on relationships, positive connections, and meaningfulness. In ...
الصفحة 18
... leaders of the field have raised money—interestingly, all financial support to date has come from private foundations and corporations and not one penny from government sources—and then spent this money to create an appropriate niche ...
... leaders of the field have raised money—interestingly, all financial support to date has come from private foundations and corporations and not one penny from government sources—and then spent this money to create an appropriate niche ...
الصفحة 19
... leadership. Well-placed and active senior leaders are crucial to define a new field so that others will pay attention. Senior leaders not only lay out the territory but also hit the road and give talks, cooperate with the popular media ...
... leadership. Well-placed and active senior leaders are crucial to define a new field so that others will pay attention. Senior leaders not only lay out the territory but also hit the road and give talks, cooperate with the popular media ...
المحتوى
Virtuous Processes Strengths and Positive Organizing | 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