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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000010025615 | HD58.82 P67 2003 | Open Access Book | Book | Searching... |
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Summary
Summary
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.
Author Notes
Kim S. Cameron is professor of organizational behavior and human resource management at the University of Michigan Business School and professor of higher education in the School of Education at the University of Michigan
Jane E. Dutton is the William Russell Kelly Professor of Business Administration and professor of psychology at the University of Michigan
Robert E. Quinn is the Margaret Elliott Tracy Collegiate Professor of Organizational Behavior and Human Resource Management at the University of Michigan Business School
Table of Contents
Acknowledgments | p. ix |
Introduction | p. 1 |
1 Foundations of Positive Organizational Scholarship | p. 3 |
2 Positive Organizational Studies: Lessons from Positive Psychology | p. 14 |
Part 1 Virtuous Processes, Strengths, and Positive Organizing | p. 29 |
3 Virtues and Organizations | p. 33 |
4 Organizational Virtuousness and Performance | p. 48 |
5 Positive Organizing and Organizational Tragedy | p. 66 |
6 Acts of Gratitude in Organizations | p. 81 |
7 Organizing for Resilience | p. 94 |
8 Investing in Strengths | p. 111 |
9 Transcendent Behavior | p. 122 |
10 Courageous Principled Action | p. 138 |
Part 2 Upward Spirals and Positive Change | p. 159 |
11 Positive Emotions and Upward Spirals in Organizations | p. 163 |
12 Positive and Negative Emotions in Organizations | p. 176 |
13 New Knowledge Creation in Organizations | p. 194 |
14 Positive Deviance and Extraordinary Organizing | p. 207 |
15 Toward a Theory of Positive Organizational Change | p. 225 |
16 Authentic Leadership Development | p. 241 |
Part 3 Positive Meanings and Positive Connections | p. 259 |
17 The Power of High-Quality Connections | p. 263 |
18 A Theory of Relational Coordination | p. 279 |
19 Finding Positive Meaning in Work | p. 296 |
20 Fostering Meaningfulness in Working and at Work | p. 309 |
21 Positive Organizational Network Analysis and Energizing Relationships | p. 328 |
22 Empowerment and Cascading Vitality | p. 343 |
Conclusion | p. 359 |
23 Developing a Discipline of Positive Organizational Scholarship | p. 361 |
References | p. 371 |
Index | p. 449 |
About the Contributors | p. 457 |