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Shifting the Lens on Organizational Life: The Added Value of Positive Scholarship
Abstract
Fineman raises concerns regarding the implications of positive scholarship for organizational theory and managerial practice. I suggest that illuminating positive states, dynamics, and outcomes enriches theoretical perspectives and invites new directions for empirical research. Gaining a deep understanding of generative mechanisms may ultimately enhance the quality of life for individuals who work within and are affected by work organizations.
... It is a state of being that people-and living systems in general-strive to achieve (Seligman, 2011), but is transient by nature and difficult to sustain over time (Bright & Miller, 2012;Quinn, 2015). For organizations, its importance relies on being a manifestation of the full potential of a system (Cameron & Spreitzer, 2012;Roberts, 2006), which serves as a guiding force to create "more virtuous, creative, resourceful, resilient, and highly effective" companies (Fredrickson & Dutton, 2008: 1). ...
... Therefore, flourishing is a desired state for most firms in today's complex and demanding environments (Laszlo et al., 2014;Quinn, 2015), and there is an increasing interest in knowing how it can be stimulated consistently in organizations (Cameron & Spreitzer, 2012;Roberts, 2006). ...
... Thus, it has been treated as a property of organizations when they are functioning at their best (e.g. high levels of productivity and exceptional relational climate) (Quinn, 2015;Roberts, 2006). This situation has prompted an understanding of flourishing as a function of causal factors (e.g. ...
... Indeed, in order to learn from mistakes, change management literature often examines change failure (Burnes & Jackson, 2011;Fuchs & Prouska, 2014;Rosenbaum et al., 2018). Thus, POS is a fruitful addition to change management literature, as it enables identifying mechanisms that bring about positive deviance, in order to enhance the quality of organizational life (Roberts, 2006). Indeed, POS can be particularly beneficial in committing employees to organizational change (Allen & McCarthy, 2016;Caza & Caza, 2008). ...
... Indeed, POS can be particularly beneficial in committing employees to organizational change (Allen & McCarthy, 2016;Caza & Caza, 2008). While identifying and dissolving threats to the organization remains at the core of research, a POS lens can push theory and practice beyond neutralizing threats to increased flourishing (Roberts, 2006). Moreover, positive change experiences are likely to increase change success (Fuchs & Prouska, 2014). ...
This article takes a positive organizational scholarship lens to change management and explores what is the relationship between emotions and communication in managing positive change. Through an abductive study, it suggests a framework of positive post-acquisition change, which centres on interaction in the generation of positive emotions. The framework is built based on a Finnish – German merger completed in late 2013 and substantiated through a German – Finnish acquisition completed in early 2017. Based on the findings, positive emotions can enhance employee identification with the post-acquisition organization as well as increase motivation and engagement in change. Conversely, negative emotions are likely to cause protectionist, change-resistant behaviour. Whereas top-down communication is essential in ensuring day-to-day functions, interaction enables the creation of positive emotions and thereby engages employees in change-congruent behaviour.
MAD statement
Generating positive emotions rather than merely alleviating negative emotions can significantly enhance change outcomes. Practitioners have the ability to encourage the emergence of positive emotions through different communication means. Traditional communication, i.e. ‘information sharing’, ensures day-to-day functionality and can help alleviate worries, but does not engage employees in change. Instead, participation and interaction create a sense of ownership, generating positive emotions and motivating employees to work toward change.
... Instead, POS postulates that simply seeking to neutralize negative outcomes is less beneficial than actively striving towards positive outcomes. A positive outcome in POS terms can be anything from improved organizational performance to positive actions or attitudes (Roberts 2006). ...
... A key argument of POS is that positive organizational states are not achieved by merely reversing negativity (Roberts 2006). This notion has led international business and management scholars to note the negative bias in existing discussions on diversity, distance and foreignness. ...
This chapter highlights how, through management interventions, positive emotions can be generated and fostered during post-acquisition integration. The findings are based on a Finnish–German acquisition completed in late 2013. Data collection via interviews and employee satisfaction surveys conducted in both involved organizations centred on exploring the emotions that arise when two organizations come together to set up a new entity. The integration setting represents a merger of equals, making this case unique and particularly interesting. The findings suggest that positive emotions, such as happiness and pride, have an engaging effect, motivating employees to work towards change. To cultivate post-acquisition positivity, organizations can offer employees positive emotion triggers, such as experiences of ownership and a compelling vision of the future of the company.
... During recent years, there has been a growing interest in applying the principles of positive psychology into the development of individuals (Ryff & Singer, 2000;Seligman & Csikszentmihalyi, 2000, Sheldon & King, 2001, as well as in the organizational level, where approaches like positive organizational behavior (POB), positive organizational scholarship (POS) and positive psychology in the workplace have emerged Roberts, 2006;Seligman, 2003;Shults, 2008;. In my dissertation, I follow the main premises of the positive psychology by focusing on the discovery, development, and nurturing of strengths with which teachers' optimal development can be attained (Seligman, 2003). ...
... Although psychological strengths are present within all humans, they need to be uncovered, developed, and nurtured if individuals are to realize their benefits (Ryff & Singer, 2003). In research on positive psychology, there are some examples with special focus on higher education institutes and pedagogy (see Parks, 2011;Roberts, 2006;Shults, 2008;) and, as an example, strength-based faculty development (McGovern, 2011). However, this type of research is scarce and not focused on exploring teachers' own experiences in the change. ...
This dissertation explored higher education teachers’ experiences in developing
their professional practices and how change can be achieved successfully. The
pedagogical development process in one university of applied sciences was the
context of three sub-studies, which investigated teachers’ experiences utilizing
strength-focused theoretical constructs, following the positive approach. This
study also served the development of competence-based higher education, and
the more specific focuses for the sub-studies were driven from the field.
... At both individual and organizational level, flourishing is indicated by creativity, innovation, and synergy (Amabile et al., 2005;Fredrickson and Losada, 2005). In essence, POS is the response to the strong bias toward negative phenomena, dysfunction and illness that are so prevalent in psychology (Roberts, 2006). It has triggered a paradigm shift across many disciplines, including various fields of cross-cultural communication. ...
... However, it shouldn't be the only tool we have. As Roberts (2006) eloquently quoted Maslow (1962), "if all we have is a hammer, everything looks like a nail." ...
In cross-cultural communication and adjunct disciplines such as cross-cultural management and international business, there is a negativity bias of seeing cultural differences as a source of potential issues. The emergence of Positive Organizational Scholarship (POS) questions this problem-focused approach. This paper contributes to the ongoing discussion from neuroscience's perspectives in several ways. Firstly, it provides a neurological look at this bias. Secondly, it proposes that the problem-focused approach may (1) give us a biased outlook of cross-cultural encounters rather than a reality, (2) hinder creativity, (3) lead to the rebound effect, and (4) turn belief into reality. Finally, based on insight from neuroscience and adopting the POS lens with the connection between POS and creativity, it's recommended that future research takes three directions: (1) Using similarity as the starting point; (2) strategize body language, context and theories; and (3) develop a multicultural mind. In essence, the paper contributes to existing knowledge of the field by employing an interdisciplinary approach, aiming to gain a more holistic view, provoke thoughts, and trigger future empirical studies.
... In conclusion, we outline the actual and possible impact of POS on the development of management research. We build on POS publications and its extensive criticism (Ehrenreich, 2009;Fineman, 2006;Roberts, 2006) to add new critical arguments to the ongoing debate and offer possible directions for development, which could allow scholars to minimize the pitfalls and weaknesses of POS. ...
... This situation probes POS's novelty and value added. This question is not new for POS (Roberts, 2006). Since organization and management theory is a positive science -with few exceptions -the simple explanation that positivity brings value added is unavailable. ...
Management science and organization theory is thriving, as evidenced by thousands of popular and academic publications exploring the subject, as well as a great number of conferences held in recent years. Every year new (and fashionable) concepts and theories are created and POS (Positive Organizational Scholarship) is among the most popular ones. Despite the advancement of the discipline, its current condition is criticised and considered disappointing This dissatisfaction stems from frustration caused by conflicting expectations of the community, i.e. business and other stakeholders, and of researchers themselves, and the impossibility of satisfying these demands. Failure to fulfill contradictory expectations generates legitimacy problems, which is problematic considering that any activity is easier and more satisfying when it enjoys the recognition of its community (Hensel, 2017). We address these problems in our analysis by discussing POS as one of the most significant movements in the twenty-first-century management research. We present the basic assumptions of POS along with some major threats connected with POS development, such as 1) baroque and grandiloquent language and style that may direct attention to minor problems of organizations and degenerate into a great narrative of novelty and total innovativeness of the concept, or 2) the tendency to neglect the complexity of organizational processes. In order to avoid these pitfalls and overcome current limitations, we suggest here possible directions for the further development of POS, such as more comparative studies, including more countries in research projects, or constant effort toward a better operationalization of key constructs.
... Seligman ve Csikszentmihalyi'nin (2000) pozitif psikolojinin temellerini atmalarından bu yana, psikolojide baskın olan ve hastalık odaklı psikoloji anlayışının tersine mutluluk ve diğer olumlu tutum ve davranışların incelenmesi yoğunlukla gündeme gelmiştir. Bu akımı daha sonra Fineman (2006) ve Roberts (2006) araştırmaları takip etmiş, mutluluk ve pozitif kültürel ilişkiler örgütsel yaşam dönüşümü bağlamında ele alınmaya başlamıştır. Ayrıca, Luthans ve Avolio'nun (2009) çalışmaları aynı dönemde pozitif örgütsel davranışı incelemektedir. ...
Z: Bu çalışmanın amacı, duygusal emeğin işte mutluluk aracılığı ile örgütsel vatandaşlık davranışı üzerindeki etkilerinin belirlenmesidir. Kolayda örnekleme yöntemi ile 386 katılımcıdan elde edilen veriye uygulanan Yapısal Eşitlik Modeli (YEM) analizinde, iş yerinde mutluluğun çalışanların örgütsel vatandaşlık davranışını olumlu yönde etkilediği, duygusal emek ile örgütsel vatandaşlık davranışı arasında tam aracılık etkisi olduğu belirlenmiştir. Çalışma, "mutlu çalışanların örgütün gereklerine uygun davranışlarla işyerinde daha çok katkı verebileceği" varsayımına güncel geçerlilik sağlamakta, duygusal emeklerinin varlığı söz konusu olduğunda mutlu çalışanların örgütsel vatandaşlık davranışlarını artırdığı yönünde tespitte bulunmaktadır. Anahtar Kelimeler: Duygusal emek, İşte mutluluk, Örgütsel Vatandaşlık davranışı, Yapısal eşitlik modellemesi ABSTRACT: The research aims to examine the explanatory effects of "emotional labor" on "organizational citizenship behavior"(OCB) through the mediating role of "happiness at work" and to explore the interrelations among these variables. Based on Structural Equation Modeling (SEM) analysis conducted on a sample of 386 responses, the findings reveal that happiness at work positively influences employees' OCB and serves a full mediator between emotional labor and OCB. The study reinforces the notion that happy employees are more likely to contribute to organizational goals and highlights the role of happiness at work in enhancing OCB in the context of emotional labor.
... Seligman ve Csikszentmihalyi'nin (2000) pozitif psikolojinin temellerini atmalarından bu yana, psikolojide baskın olan ve hastalık odaklı psikoloji anlayışının tersine mutluluk ve diğer olumlu tutum ve davranışların incelenmesi yoğunlukla gündeme gelmiştir. Bu akımı daha sonra Fineman (2006) ve Roberts (2006) araştırmaları takip etmiş, mutluluk ve pozitif kültürel ilişkiler örgütsel yaşam dönüşümü bağlamında ele alınmaya başlamıştır. Ayrıca, Luthans ve Avolio'nun (2009) çalışmaları aynı dönemde pozitif örgütsel davranışı incelemektedir. ...
Bu çalışmanın amacı, duygusal emeğin işte mutluluk aracılığı ile örgütsel vatandaşlık davranışı üzerindeki etkisinin belirlenmesidir. Kolayda örnekleme yöntemi ile 386 katılımcıdan elde edilen veriye uygulanan YEM analizinde, iş yerinde mutluluğun çalışanların örgütsel vatandaşlık davranışını olumlu yönde etkilediği, duygusal emek ile örgütsel vatandaşlık davranışı arasında tam aracılık etkisi olduğu belirlenmiştir. Çalışma, mutlu çalışanların örgütün gereklerine uygun davranışlarla işyerinde daha çok katkı verebileceği varsayımına güncel geçerlilik sağlamakta, duygusal emeklerinin varlığı söz konusu olduğunda mutlu çalışanların örgütsel vatandaşlık davranışlarını artırdığı yönünde tespitte bulunmaktadır.
... POS is the "movement in organizational science that focuses on the dynamics leading to exceptional individual and organizational performance such as developing human strength, producing resilience and restoration, and fostering vitality" (Cameron & Caza, 2004, p. 731). POS research is concerned with positive organizational phenomena at a macro level (Luthans & Avolio, 2009), representing a desire to understand the processes that produce positive states in organizations (Roberts, 2006). In particular, POS focuses on positive organizational outcomes and the process that provides them (Cameron & Caza, 2004). ...
The aim of this systematic literature review (SLR) was to identify and summarize studies reporting on positive organizational psychology based on both positive organizational scholarship (POS) and positive organizational behavior (POB) foundations to provide an update on positive organizational research in Chile. The academic databases PsycINFO, Web of Science, Scopus, and SciELO were systematically searched from August 2022 to October 2023. Following the PRISMA-P protocol, nineteen articles met the inclusion criteria. Data were analyzed using guidance on the conduct of narrative synthesis reviews. This SLR showed that most studies had researched positive variables related to organizational research, with fewer studies exploring POS and POB. Also, variables such as leadership, job performance, and labor satisfaction concentrated great research attention on the Chilean positive organizational psycho-logy research. Future research must consider the POB and POS variables such as PsyCap and flourishing.
... Çalışanlar, içsel kaynaklarına dayalı motive edilerek işe olan bağlılığı artırabilmektedir. Aynı zamanda, bireylerin zorluklarla daha etkili bir şekilde mücadele etmeleri ve stresle daha iyi başa çıkmaları, iş yerinde genel olarak daha sağlıklı ve verimli bir çalışma ortamının oluşmasına olanak tanımaktadır (Roberts, 2006). ...
Psikolojik sermaye, bireylerin umut, öz-yeterlik, dayanıklılık ve iyimserlik gibi içsel kaynakları kapsayan bir kavram olarak tanımlanmaktadır. Bu içsel kaynaklar, bireylerin iş yaşamındaki zorluklarla başa çıkma yeteneklerini artırmakta, duygusal refahlarını güçlendirmektedir. İş tatmini, bireylerin işleriyle ilgili duydukları memnuniyeti ifade etmektedir. İş tatmini motivasyonu artırmakta, işteki bağlılığı güçlendirmekte ve işletme içinde daha olumlu bir çalışma ortamının oluşturulmasına katkı sağlamaktadır. Literatür incelendiğinde psikolojik sermaye ile iş tatmini arasındaki ilişkiyi araştıran birçok çalışmaya rastlanmıştır. Bu kapsamda psikolojik sermaye ile iş tatmini arasındaki ilişkiyi derinlemesine incelen çalışmalar tespit edilerek meta analiz yapılması amaçlanmıştır.
... First, the (1) underlying theoretical foundations of PsyCap have been openly and validly questioned (Dawkins et al. 2013;van Zyl et al. 2023). The 'old wine in new bottles' criticism asserts that organizational behavior has long studied different positive concepts (e.g., commitment, satisfaction;Roberts 2006), and PsyCap is simply a re-packaging. Hackman (2009) argues that whereas proponents of positive organizational behavior claim this field is brand new, the research and writing in the field are ahistorical. ...
Since its inception in the early 2000s, the growing popularity of positive psychological capital (i.e., PsyCap) has been accompanied by robust debates. Critics assert that PsyCap research is plagued by suboptimal theoretical foundations, disregard for rigorous methodologies, and cult-like cronyism. Leveraging bibliometric data based on 937 primary documents, 28,428 secondary documents, 9714 sources, and 18,247 authors, we conduct document, source, and author co-citation analyses to examine the intellectual foundations of PsyCap and, thus, the veracity of these critiques. We extend this comprehensive scientific mapping of the PsyCap field with an in-depth content analysis of the 100 most frequently co-cited secondary documents. Results suggest that the PsyCap field is built upon solid theoretical foundations in psychology published in reputable, peer-reviewed journals. The authors of secondary documents consider the typical organizational behavior methodological approaches, emphasizing correlational designs. And, although somewhat insular, the research that underlies the PsyCap field consists of a distribution of contributing authors and journals. Finally, we discuss implications for the practical application of positive psychology tenets and prescriptions for scholars researching PsyCap.
... POS on saanut hiukan erilaisilla painotuksilla sisältäviä kuvauksia (vrt. Roberts, 2006), mutta alkuperäinen Cameronin ym. (2003) POS-kuvaus kertoo tutkimusfokuksen asettuvan erinomaisuuden, menestyksen, kukoistuksen, autenttisuuden, hyvinvoinnin, resilienssin (sinnikkyyden) ja hyveellisyyden teemojen ympärille organisaatiokontekstissa. ...
Tämän hallintotieteen ja johtamisen psykologiaan sijoittuvan väitöstutkimuksen
aiheena on positiivisen johtamisen ymmärtämisen lisääminen. Positiivisuuskonseptin
alati läsnä oleva näkyvyys etenkin johtamiseen liitettynä tai päälle liimattuna
ilmiönä kuvaa vahvasti nykyhetken työelämää. Positiivinen johtaminen on ollut
itse asiassa ajankohtainen konsepti tieteen kentällä jo muutaman vuosikymmenen
ja työelämän käytännöissä melkein yhtä kauan. Positiivisuuteen ja täten myös
positiiviseen johtamiseen liittyy kuitenkin paljon itsestään selvinä pidettyjä tulkintoja
ja tästä johtuvaa epäselvyyttä siitä, mitä positiivinen johtaminen todella on.
Positiivisen johtamisen tutkimuskenttää ovat hallinneet positivistisen perinteen
mukailemana psykometriikan työkalut hypoteeseista positiivisen johtamisen ja
toisten muuttujien välisiin korrelaatioihin. Tämä on selittänyt pitkälti muuttujien
yhteyksiä, mutta ei niinkään muuttujia itseään, mukaan lukien positiivista
johtamista. Nyt väitöstutkimuksen tarkoituksena on pyrkiä lisäämään positiivisen
johtamisen ymmärrystä kokemuksen tutkimuksen lähestymistapoja hyödyntäen.
Tutkimuksessa kysyn, mikä merkitys kokemuksen tutkimuksella on positiivisen
johtamisen ymmärtämiselle ja miten kokemuksen tutkimusta voidaan hyödyntää
positiivisen johtamisen käytännöissä.
Väitöstutkimukseni on artikkelimuotoinen ja sisältää neljä vertaisarvioitua osajulkaisua ja yhteenveto-osan. Osajulkaisuista kolme on alkuperäistutkimuksia ja yksi on teoreettinen. Kolmen alkuperäistutkimuksen aineistot olen kerännyt vuosien
2010 ja 2015 välillä. Aineistot kerättiin hyödyntäen sähköposti- ja kirjekyselyä, yksilöhaastatteluita sekä ohjattua fokusryhmäkeskustelua. Sähköposti- ja kirjekyselyyn vastasivat johtajat ja aineisto analysoitiin hyödyntäen fenomenografiaa. Yksilöhaastatteluissa oli sekä johtajia että työntekijöitä ja aineisto analysoitiin hyödyntäen fenomenologista metodia, EKA-mallia. Ohjatussa fokusryhmäkeskustelussa oli mukana vain johtajia, ja aineiston analyysissä hyödynnettiin integroivaa diskurssianalyysiä. Teoreettisen osajulkaisun panos näyttäytyy teoreettisessa taustoituksessa.
Väitöstutkimuksessa on hyödynnetty aineistojen analyysissa uusia metodeja.
Fenomenologisen metodin EKA-mallia hyödynnettiin ensimmäisen kerran tässä
tutkimuksessa. Siinä tarkoituksena on tutkia kokemusten sijaan kokemuslaatuja,
jotka ovat tunne, tieto ja oletus. Integroiva diskurssianalyysi perustuu puolestaan
diskursiivisen psykologian ja kriittisen diskurssianalyysin muodostamaan yhdistelmään, jossa tarkoituksena on tutkia vuorovaikutusta neljän kerroksellisen tason välityksellä. Nämä tasot tuottavat tietoa vuorovaikutuksessa ilmenevistä merkityksistä, merkitysten perusteluista, esitettyjen merkitysten vaikutuksista osapuolen asemaan ja positioihin sekä yhteyksistä organisaatioin toimintatapoihin ja valtaan. Perinteisen fenomenografisen analyysin fokus on erilaisten positiivisen johtamiseen liitettyjen käsitysten vaihtelussa.
Väitöstutkimuksen tulokset luovat ymmärrystä positiiviseen johtamiseen kolmen
eri lähestymistavan kautta. Fenomenologisen metodin EKA-malli tuotti positiivisen
johtamisen kokemuksia kolmen kokemuslaadun, tunne, tieto ja oletus, muodossa.
Yleisin kokemuslaatu oli tieto, ja sen jälkeen tunne ja oletus, tässä järjestyksessä.
Toinen merkittävä ulottuvuus, joka tutkimuksessa selvisi, oli positiivisen johtamisen
kolme kokemusmaailmaa: johtajan ja työntekijöiden erillinen sekä molempien
yhteinen kokemusmaailma. Työntekijöiden kokemusmaailma näyttäytyi monipuolisempana kuin johtajien, eli se sisälsi enemmän erilaisia kokemuksia. Johtajien ja työntekijöiden yhteinen kokemusmaailma oli yllättävän laaja. Fenomenografinen analyysi puolestaan tuotti kolme kuvauskategoriaa, jotka kuvaavat osaltaan positiivisen johtamisen kokonaiskuvaa. Tärkeänä osana ovat myös kuvauskategorioihin sisälletyt merkityskategoriat, jotka antavat puolestaan yksityiskohtaisempaa kuvaa positiivisen johtamiseen liittyvästä vaihtelusta. Tämä vaihtelu näkyi kuvauskategorioiden välityksellä ja kertoi roolivaihtelusta eli siitä, että positiivista johtamista tuottavat muutkin kuin johtaja, kuten työntekijät. Merkityskategorioiden kautta tuli näkyväksi positiivisen johtamisen toimintatapoja ja etenkin epätavallisia toimintatapoja. Integroiva diskurssianalyysi tuotti analyysin pohjalta jokaiselle neljälle tasolle positiivisen johtamisen sisältöjä, jotka syntyivät johtajien keskinäisessä keskustelussa kielellisen vuorovaikutuksen välityksellä. Tulokset tuovat esiin sen, että työyhteisön vuorovaikutuksessa on nyansseja, joita ei itse vuorovaikutustilanteessa välttämättä edes huomaa. Tarkemmin tarkasteluna vuorovaikutuksesta löytyy erilaisia tapoja puhua positiivisesta johtamisesta, hallitsevia merkityksiä, haastavia vastanäkökulmia, erilaisia näkökulmien perusteluja, tiettyjä toimijoiden positioita ja niiden mahdollisia siirtoja, yhteyksiä organisaation toimintatapoihin ja huomaamattomia valtataisteluita, joilla kaikilla on omat seuraamuksensa positiivisen johtamisen tilaan työyhteisössä.
Tulosten pohjalta syntyi neljä johtopäätösaluetta: 1) kokemuksen tutkimus auttaa
ymmärtämään positiivista johtamista tilannesidonnaisena ilmiönä, 2) kokemuksen
tutkimus auttaa näkemään positiivisen johtamisen roolivaihtelut ja epätavalliset toimintatavat, 3) kokemuksen tutkimus auttaa tuomaan ilmi positiivisen johtamisen
määritelmälliset haasteet ja 4) väitöstutkimus rikastuttaa kokemuksen tutkimuksen
metodiikkaa kokemuslaatujen analyyttisella ulottuvuudella. Väitöstutkimuksen
panos positiivisen johtamisen tieteenkentälle näkyy tilannesidonnaisuuden huomioimisena, joka on jäänyt aiemmin pitkälti vähemmälle huomiolle positiivisen
johtamisen tutkimuksissa. Samoin positiivisen johtamisen roolivaihtelut auttavat
näkemään ilmiön eri valossa. Lisäksi on tärkeää pyrkiä tarkemmin määrittelemään
sekä positiivisuus johtamisen kontekstissa että kokemus, sillä ne auttavat hahmottamaan tarkemmin, mitä ja miten esimerkiksi positiivisia tunteita koetaan. Käytännön sovellusten näkökulmasta positiivinen johtaminen hyötyy huomioimalla eri tilanteet niihin sopivalla tavalla. Näissä eri tilanteissa työntekijöiden eri kokemuslaatujen ja merkitysten tunnistaminen korostuu, jotta positiivinen johtaminen voidaan räätälöidä sopivaksi. Konkreettisen osaamisen lisääminen myös eri kokemuslaatujen tunnistamiseen voi työyhteisössä auttaa positiivisen johtamisen tilanteita. Positiivista johtamista voivat toteuttaa myös muut kuin johtaja ja tämä on merkityksellistä positiivisuuden leviämisessä työyhteisössä. Lopulta positiivisen määritteleminen työyhteisössä on hyvä rakentaa mahdollisimman paikallisesti pohjaamalla työyhteisön arkeen ja johtajan ja työntekijöiden kokemuksiin.
... In order to explain and better understand how international entrepreneurial action takes place among marginalized entrepreneurs in an emerging economy, we need to deviate from earlier research focusing solely on the constraints associated with such challenging circumstances and consider the potential enablers (Autio, 2005). Such an approach is consistent with challenge-based entrepreneurship theory (Miller & Le Breton-Miller, 2017) and is an addition to positive scholarship, which enriches our theoretical perspectives and proposes new avenues for research (Roberts, 2006;Stahl et al., 2016). We find that marginalized entrepreneurs in emerging economies compensate for their handicap in knowledge and resources by building capabilities, which have received less attention in prior international entrepreneurship research, such as perseverance and creative problem-solving. ...
... analyzed how to develop a PsyCap approach from a micro-intervention perspective and explored the relationship between PsyCap on financial and investment reporting. Based on the concept of positive psychology (Seligman and Csikszentmihalyi, 2000) and related recommendations (Roberts, 2006) and guidelines (Kilduff, 2006) in organizational behavior, combed through the literature on positive organizational behavior and laid the groundwork for research on how positive PsyCap affects organizational behavior. ...
With the respect to the key factors, namely the psychological state of individuals and organizations, psychological capital (PsyCap) is widely used in various fields, such as management decisions and organizational behavior. To fully show the related studies and their knowledge development and mapping path, in this paper, we examine 2,786 papers about the PsyCap related research from 1970 to 2021. Based on the bibliometric analysis and main path demonstration (the tools are Cite-Space and Pajke, respectively), we derive some conclusions as follows: (1) the publication number about the PsyCap study is growing rapidly and it is a highly cross-cutting research topic. (2) The main authors come from Australia, the United States, and China, and also are the core researchers. (3) Refinement and measurement in the PsyCap study are constant and hot topics. (4) Stress, performance and well-being issues among students, health care workers and corporate employees are core research themes, and team organization, creativity, innovation, and COVID-19 are hot topics in this field. The bibliometric analysis are quantitatively analyzed to provide scholars with a more comprehensive insight into PsyCap research. The main path demonstration helps scholars to understand the main lines and key nodes of development in the field of psychological capital.
... How can a language and practices focused impediments, obstacles and deficiencies of management learning and teaching be complemented with amplifiers and facilitators such as resource unlocking, capacity creating, and strength building (Spreitzer, Myers, Kopelman, & Mayer, 2021). The interplay of positive and critical lenses has the potential to enlarge the reflexive space of both CMS and POS (Roberts, 2006), licensing scholars to be more fully engaged in making management learning matter (Bell & Bridgman, 2017) and strengthening the tradition as a form of social inquiry into the good organization (Cunha et al., 2019;Nilsson, 2015). ...
Management learning is increasingly and rightfully called upon to address societal challenges beyond narrow concerns of economic performance. Within that agenda, we describe the generative aims of a special issue devoted to interweaving positive and critical perspectives in management learning and teaching. The five articles that comprise the issue describe the prospects for such interplay across a range of empirical and theoretical contexts. Together, these contributions suggest a way forward for work that is at once critical, positive, and reflexive. We identify key themes for future directions: the generative potential of contrarian learning dynamics, an ethics-first focus on ecological and human well-being, and the prospects of scholarly practice for systemic activism.
... This study contributes to the positive social science and positive organizational scholarship literatures, which consider individuals' virtues in the organizational context (Bright et al., 2014;Gotsis & Grimani, 2015), by leveraging dominant group members' existing internal strengths (i.e., virtues) to animate their commitment to equity and inclusion. In the past, discussion of diversity, equity, and inclusion has remained sparse in positive organizational scholarship (Davidson et al., 2016;Roberts, 2006). By tapping into virtues for the purpose of allyship, this study strengthens the conceptual bridge between positive organizational scholarship and diversity, equity, and inclusion research (Cha & Roberts, 2019;Newstead et al., 2018). ...
As organizations take on grand challenges in gender equality, anti-racism, LGBTQ+ protections and workplace inclusion, many well-intentioned individuals from dominant groups (e.g., cisgender men, Caucasian, heterosexual) are stepping forward as allies toward underrepresented or marginalized group members (e.g., cisgender women, People of Color, LGBTQ+ identified employees). Past research and guidance assume an inevitable need for external motivation, reflected in the ‘business case’ for diversity and in top-down policies to drive equity and inclusion efforts. This qualitative study explored internal motivations in the form of morally motivated virtues of 25 peer-nominated exemplary allies serving in leadership positions. In-depth life/career story interviews were used to identify the virtues that supported their allyship journeys. Findings demonstrated that they tapped into several virtues that served distinct functions in a 4-stage allyship development process: Stage 1—Energizing psychological investment (compassion, fairness); Stage 2—Thinking through allyship-relevant complexities (intellectual humility, perspective-taking, wisdom); Stage 3—Initiating action (prudence, moral courage, honesty); Stage 4—Committing to allyship (perseverance, patience). We call this the ‘EThIC model of virtue-based allyship development.’ This study has implications for theory and research on a virtue-based approach to diversity, equity and inclusion.
... Our research is founded on the notion that how employees approach their tasks (i.e., their specific practices) may help to fulfill their needs for self-actualization, thus enhancing its meaningfulness (Lepisto & Pratt, 2017). Because of this, exploring individual work approaches is essential to understanding how work may influence meaningfulness and life outcomes (Roberts, 2006). We note that although work encompasses but one part of an individual's life domain, the effects of work can spillover into other domains (Bolger et al., 1989); further, Dahl (1987) has noted that moral living can contribute to a meaningful life, and prior research has highlighted the overlap between work and life well-being (Erdogan et al., 2012). ...
Organizations receive multiple benefits when their members act ethically. Of interest in this study is if the actors receive benefits as well, especially as individuals look to work to fulfill psychological and social needs in addition to economic ones. Specifically, we highlight a series of ongoing ethical practices embodied in professional moral courage and their relationship to actor’s work meaningfulness and life well-being. Drawing on self-determination theory and affective events theory, we explore how exercising professional moral courage in one’s work leads to positive work and life outcomes. Data from 106 administrative staff of non-profit organizations demonstrates the positive benefits of adopting ethical practices at work. Specifically, professional moral courage is found to be significantly related to both work meaningfulness and individual eudaimonic life well-being. Our findings note positive benefits for individuals who incorporate professional moral courage into their daily lives and provide support for organizations seeking to encourage it from their employees; benefits for organizations and employees go beyond just the gains from ethical behavior into other positive psychological processes. Implications for future work that considers both the psychological and normative approaches to meaningful work are discussed.
... Management and organization studies has displayed a growing interest in Positive Organizational Scholarship (or POS, see Cameron and Spreitzer, 2012;Roberts, 2006;Spreitzer et al., 2019). Despite the rapid growth in interest, the field's shortcomings, including those evident in learning and teaching, leave open the possibility of naïve expectations in terms of its application (Collinson, 2012). ...
Positive Organizational Scholarship (POS), with positivity as a core conceptual component, is a major innovation in recent decades in management and organizational studies. Just as organization is an inherently paradox laden process, so too, we argue, is positivity. Yet in classrooms and in practice, POS is mostly taught in a manner that accepts only one side of the paradox, that which, at first glance, appears positive. Against such linear approaches we propose another possibility: teaching positivity through a pedagogy of generative paradoxes emergent from creatively harmonizing the energy of competing and interdependent positive and negative tensions. In the process we extend the notion of generative paradox as discussed in paradox literature by embracing the notion of generativity as discussed in POS theorizing where it is associated with organizational processes that facilitate outcomes of collective flourishing, abundance, wellbeing, and virtue. Our proposed three-part generative paradox pedagogy contributes to the literature on POS, organizational paradox, and management learning.
... At times of crisis, it brings about a collaborative spirit of tolerance, openness, critical reflection, flexibility, and respect (Nilsson, 2015). The practice of cultivating compassion, goodness, and the strength of employees often lead them to open up (Roberts, 2006). Positive organizational scholarship has thereby helped to unlock the capacities of relationship transformation and positive emotion cultivation have resulted toward an onward march for heart work; thereby helping organization to thrive (Cameron, 2008;Caza & Caza, 2008). ...
With one of the greatest turmoil in the world of work that has wreaked havoc on companies small and large, the global pandemic COVID‐19 is penning a new normative. Amidst such disruptions, employees are found to be floundering with tears, boredom, annoyance, and helplessness. With unparalleled challenges and uncertain prognosis, employees are unable to rebuild their power and thrive in alternative circumstances. This calls for an active effort on the part of organizations to embrace openness and discuss vividly what needs to be preserved, created, eliminated, or accepted. Deeper ties and inclusive approach of firms can amp up an employee's self‐worth. The current study reflected the essence of connectedness and oneness at times of crisis. Organizations can play a pivotal role in helping employees rise above the feeling of despair. Connecting with heart can sweep off the feeling of instability, bringing in a stream of positive emotions and experiences. The study draws a cross‐sectional data (n = 418) from employees working in various manufacturing and service companies of India to test the hypothesized framework. We have carried out SEM analysis through AMOS to understand the combined measurement model with mediation effects. The analytical results demonstrate that positive mindset fully and partially mediates between the drivers of heart work and resilience. The study reveals that the contributing factors of heart work significantly influences positive mindset of employees, which in turn has a positive association with resilience at work. One of the triggers of heart work—“Face the fear, fix fast” is found to be a strong and consistent predictor of positive mindset. Again, “Generate energy moments” another element of heart work stands to be a sharp predictor of resilience at work. The study also discusses varied implications that can enrich managerial effectuality in this crisis condition.
... L'opposition entre les deux est souvent plus sémantique que psychologique (e.g. Roberts, 2006). Ainsi, l'optimisme et la témérité peuvent aller de pair tout comme les couples succès/excès de confiance, stress/ dynamisme, prospérité/assoupissement, échec/résilience, etc. Le choix du bien-être en tant que variable médiatrice s'explique en second lieu par le fait que l'épuisement traduit un déséquilibre entre les demandes professionnelles et les ressources à disposition du salarié (Bakker and Demerouti, 2007) et que la théorie « broaden and build » inscrit le bien-être dans la liste des ressources (Fredrickson and Joiner, 2002). ...
L’objet de cet article est de fournir une explication à l’effet controversé de l’authenticité au travail sur l’épuisement émotionnel des salariés. Nous montrons que cette problématique peut être tranchée à la fois quand les deux dimensions de l’authenticité sont distinguées et quand le rôle du bien-être au travail est pris en compte. Les réponses fournies par 481 salariés en poste révèlent que l’authenticité cognitive est associée négativement à l’épuisement alors que l’alignement des comportements du salarié sur ses valeurs personnelles y est lié positivement.
... This is not to suggest that arts-based research has not helped to reveal positive experiences among young people. However, this research was not typically intentional-that is, the researchers did not typically commence their research with the expressed objective to examine 'individual and collective strengths (attributes and processes) and discovering how such strengths enable human flourishing (goodness, generativity, growth, and resilience)' [103] or 'dynamics that are typically described by words such as excellence, thriving, flourishing, abundance, resilience, or virtuousness' [85]-as is the case in POS. For instance, in their systematic review of the use of arts-based methods to approach issues sensitive for youth and children, Tumanyan and Huuki found the methods were largely used to '(1) recognize and make visible previously invisible experiences, acts, voices and histories; (2) nurture change and transformation in the lives of the youth; and (3) allow exploring the more-than-human, more-than-present and less-than-conscious aspects in the lives of youth and children' [104]. ...
This methodological article argues for the potential of positive organisational arts-based youth scholarship as a methodology to understand and promote positive experiences among young people. With reference to COVID-19, exemplars sourced from social media platforms and relevant organisations demonstrate the remarkable creative brilliance of young people. During these difficult times, young people used song, dance, storytelling, and art to express themselves, (re)connect with others, champion social change, and promote health and wellbeing. This article demonstrates the power of positive organisational arts-based youth scholarship to understand how young people use art to redress negativity via a positive lens of agency, peace, collectedness, and calm.
... This study contributes to the positive social science and positive organizational scholarship literatures, which considers individuals' virtues in the organizational context (Bright et al., 2014;Gotsis & Grimani, 2015), by leveraging dominant group members' existing internal strengths (i.e., virtues) to animate their commitment to equity and inclusion. In the past, discussion of diversity, equity and inclusion has remained sparse in positive organizational scholarship (Davidson et al., 2016;Roberts, 2006). By tapping into virtues for the purpose of allyship, this study strengthens the conceptual bridge between positive organizational scholarship and diversity, equity and inclusion research (Cha & Roberts, 2019;Newstead et al., 2018). ...
As organizations take on grand challenges in gender equality, anti-racism, LGBTQ+ protections and workplace inclusion, many well-intentioned individuals from dominant groups (e.g., cisgender men, Caucasian, heterosexual) are stepping forward as allies toward under-represented or marginalized group members (e.g., cisgender women, People of Color, LGBTQ+ identified employees). Past research and guidance assume an inevitable need for external motivation, reflected in the ‘business case’ for diversity and in top-down policies to drive equity and inclusion efforts. This qualitative study explored internal motivations in the form of morally-motivated virtues of 25 peer-nominated exemplary allies serving in leadership positions. In-depth life/career story interviews were used to identify the virtues that supported their allyship journeys. Findings demonstrated that they tapped into several virtues that served distinct functions in a 4-stage allyship development process: Stage 1 - Energizing psychological investment (compassion, fairness); Stage 2 - Thinking through allyship-relevant complexities (intellectual humility, perspective-taking, wisdom); Stage 3 - Initiating action (prudence, moral courage, honesty); Stage 4 - Commiting to allyship (perseverance, patience). We call this the ‘EThIC model of virtue-based allyship development.’ This study has implications for theory and research on a virtue-based approach to diversity, equity, and inclusion.
... Referring to the POS lens (Cameron, Dutton, and Quinn 2003;Roberts 2006), we focus on analyzing how culturally diverse teams work together and which factors promote collaboration. We are well aware that other demographic characteristics may be salient as well. ...
In this study, we investigated the conditions for successful collaboration in culturally diverse teams from a Positive Organizational Scholarship perspec- tive. As a result of globalization, organizations increasingly rely on cultur- ally diverse teams. Based on 19 semi-structured interviews with international managers of a large German car manufacturer, we analyzed how these teams work together and which factors promote collaboration. Our findings result in a new framework for understanding culturally diverse teams, which indicates that agile team behavior is an important factor for performance in culturally diverse teams. Agile forms of collaboration enable better adaption to change through iterative learning processes. Agile methods have strong structural elements, but in between, allow the greatest possible scope for continuous adjustment. These structuring and flexible elements seem to meet the requirements of culturally diverse teams in particular. The minimal structure provides the opportunity to bring in all perspectives and views of a culturally diverse team. In addition, we confirm the influence of well-studied factors such as openness, per- spective taking and leadership behavior. Our findings help to further sharpen the understanding of culturally diverse teams and point to a fruit- ful future research direction on agile behavior and cultural diversity in teams.
... The notions of positive psychology at work and POB, which investigate positive aspects of the organisational context for prospering employees (e.g. Bakker & Schaufeli, 2008;Roberts, 2006;Turner et al., 2002), constitute an appropriate theoretical avenue for exploring how perceived CSR impacts 'the experience of work and the lives of working people' (Rupp et al., 2013, p. 362). The POB perspective underlines the significance of understanding the interdependence of work and nonwork domains in that work-related experiences can affect employees' life satisfaction (e.g. ...
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In recent years, corporate social responsibility (CSR) has become an important aspect of corporate marketing that underpins an organisation’s social connectedness and responsiveness. This study focused on how perceived internal CSR affects employees’ life satisfaction and the role of mediating variables, such as job satisfaction and corporate identification. The results indicate that perceived internal CSR has an indirect effect on life satisfaction through its effects on job satisfaction. It also affects job satisfaction via organisational identification. Accordingly, CSR activities have a particularly important role in employees’ lives at work and beyond, pointing to the potential of (ethical) corporate marketing to expand its influence beyond employees’ work lives.
... In conducting our systematic review, we had three primary aims. First, consistent with theme of the special issue, we aimed to advance literature on work motivation and positive organizational interventions (Pinder, 2014;Roberts, 2006) by presenting a systematic, qualitative synthesis of interventions designed to support employee basic needs for autonomy, competence, and relatedness, and in turn, autonomous motivation. In doing so, we extend prior reviews of this literature that have focused on nonintervention research Slemp et al., 2018;Van den Broeck et al., 2016), and synthesize the impact on basic needs, motivation, behaviour, and well-being outcomes. ...
Organizational research underpinned by self‐determination theory (SDT) has grown substantially over the past decade. However, the effectiveness of interventions designed to promote support for basic psychological needs in organizations remains ill documented. We thus report the results of a qualitative systematic review and synthesis of SDT‐informed studies of interventions to cultivate autonomy, competence, and relatedness needs, and in turn, autonomous motivation in organizational contexts. Studies were included in the review if they evaluated the effect of interventions to develop autonomy‐, competence‐, or relatedness‐supportive work climates or leader behaviours. A systematic search yielded ten eligible field studies for inclusion: three randomized‐controlled trials and seven non‐randomized intervention studies (combined N = 2,337). Seven studies yielded mostly favourable effects, two yielded mixed effects, and one study showed no evidence of change post‐intervention. Substantial heterogeneity in intervention format and delivery existed across studies. Studies pointed towards possible moderators of effectiveness. Interventions were more effective at spawning change at the proximal (leader) level than at the distal (subordinate) level, though few studies tracked employees over time to comprehensively evaluate long‐term transfer. Bias assessments showed that risk of bias was moderate or high across studies. We discuss overall implications of the review and suggest several recommendations for future intervention research and practice.
Practitioner points
Interventions to help leaders to support subordinates' basic psychological needs are effective in creating change in leader behaviour.
Intervention effects for subordinate outcomes are smaller and may take time to materialize.
Interventions tend to be more effective if they are aligned with organizational strategic needs, proactively consider unique work contexts, are endorsed by senior levels of management, and give preference to pedagogy that aligns with basic needs.
... Emphasizing organizational and Black employees' strengths to racially traumatic events led us to examine their resourcing practices as opposed to their inability to "manage" diversity. This approach shifts diversity scholarship toward a generative enhancing component of organizations and away from its overwhelming focus on conflict and discrimination (Roberts, 2006). Future studies may examine how resourcing help employees and senior leaders co-create a diversity strategy that integrates Black employees' experiences and learn ways to develop work environments that value difference (Ely and Thomas, 2001). ...
Purpose
The purpose of this essay is to highlight the urgent need for antiracism resource generation in organizations today.
Design/methodology/approach
This essay weaves together popular press articles, academic writings and the authors' lived experiences to summarize, clarify and extend the work needed inside of organizations and academia to dismantle systemic racism.
Findings
We define antiracist resources as personal and material assets that counteract systemic racism through informing and equipping antiracist actions, and identify three resources—adopting a long-term view for learning the history of racism, embracing discomfort to acknowledge racist mistakes and systematically assess how organizational structures maintain white supremacy—for organizations to address systemic racism.
Research limitations/implications
While there is a critical need for more antiracism research, there are standards and guidelines that should be followed to conduct that research responsibly with antiracism enacted in research design, methodology decisions and publication practices.
Practical implications
The authors call for organizations to directly counter-racism via antiracism resources and offer examples for how these resources can inform and equip companies to create equitable workplaces.
Originality/value
This essay offers: (a) an updated, timely perspective on effective responses to systemic racism (e.g. police brutality and COVID-19), (b) a detailed discussion of antiracism resources and (c) specific implications for antiracism work in organizational research.
... It uses a bird's eye view approach to analyze the organizational management. POS is based on the idea that organizations can grow further by figuring out the factors which boost positive behaviour in the workplace (Roberts, 2006). ...
This study aims at creating an ensemble of the various principles of positive organizational scholarship professed in south Asia through ages. This is a review of various scholarly literature published between 1985 and 2020, on how positive organizational scholarship finds its roots in South Asia. Based on the detailed literature review, it was observed that south Asia has a distinct and rich spiritual culture which has given birth to many positive organisations. Positivity found in these indigenous organisations is strongly rooted in the concept of community development. It is also found that as compared to the western culture, the South Asian culture has been blessed with conscience of spirituality and this culture is capable of leading the entire world to peace, prosperity, and happiness. This study can be viewed as one of the pioneering attempts examining the roots of positive organizational scholarship in South Asia. This paper adds value to the body of existing knowledge by providing new insights into the virtues contributed by South Asia towards POS.
... Empathy is a primary interest in positive organizational scholarship and the humanistic management, bringing attention to how connectedness and perspective taking are key factors for what constitutes human flourishing at work (Roberts, 2005;Spreitzer, et al., 2005). Among other topics, researchers have studied the ways that empathy is both an affective and cognitive construct (Rockstuhl, Kapil, & Ang, 2016), how high quality connections result in deeper employee commitment, satisfaction, and organizational functioning (Dutton & Heaphy, 2003), and the ways that empathy links to altruistic conduct (Pavlovich & Krahnke, 2012). ...
... The attention on resources and positive aspects of working and life respond to the global call derived from applying positive psychology models to enhance the well-being of healthcare professionals and, relatedly, well-being of individuals they serve professionally (Mills, Fleck, & Kozikowski, 2013;Roberts, 2006;Youssef & Luthans, 2007). Within this literature, particular attention has been devoted to the construct of hope, which is viewed as a crucial ingredient of well-being for healthcare professionals who addressed situations characterized by significant difficulties and discomfort. ...
To address twenty-first century challenges, Niles, Amundson, and Neault (2011) developed the Hope-Centered Model of Career Development (HCMCD) from which they derived the Hope-Centered Career Inventory (including domains of hope, self-reflection, self-clarity, visioning, goal setting/planning, implementing, and adapting). The current study tests the psychometric properties, structural, convergent, and discriminant validity of the Italian version of the HCCI. Confirmatory factor analyses in a sample of 536 healthcare professionals supported the validity of the measure among healthcare professional, confirmed the model of hope-centered career competencies, and reinforced the importance of hope for an effective career self-management in the current work context.
Social psychological theory has made a number of important contributions to how we think about organisational life, from the way in which work is designed to the relationship between managers and employees. This chapter outlines a number of concerns that social psychology has been uncritically accepted without interrogating some important assumptions. We present how critical perspectives on the application of social psychology to work raise some important issues for scholars. Starting with a review of existing critiques, we explore how labour process and social theory can be used to as a basis to develop new lines of research in critical social psychology. The final section reports on the recent popularity of positive psychology and its psychologisation of workplace problems.
The workplace is now truly global and muti-continental. In the last couple of decades, the global workplace has seen tremendous challenges with respect to the well-being and happiness of employees and management. In the post-COVID era there are new tenets that need to be identified and implemented to maximize well-being and happiness. The chapter presents an evaluative assessment of what needs to be done to make the organizational environment conducive to employee well-being and happiness. The chapter looks into the concept of work-life balance involving the key components of work life and non-work life. The chapter provides an insight about personal and organizational parameters that lead to work-life balance; and factors that affect well-being and happiness. Finally, the chapter looks at possible future research directions and policy parameters. The chapter takes a peek at the new age workplace with remote and anytime anywhere work. The focus is now on nurturing employee well-being which is critical to developing workplace resilience.
Akademik başarıların sürdürülebilirliği noktasında Covid-19 gibi öngörülemeyen büyük olayların negatif etkisini azaltacak türden önlemlere ihtiyaç bulunmaktadır. Bu araştırmada akademisyenlerin performansları ile psikolojik sermayeleri arasındaki ilişki ile Covid-19 sürecinin bu ilişki üzerindeki etkisi araştırılmıştır. Bu doğrultuda oluşturulan anket formu, akademisyenlerin bağlı bulundukları kurumların kamuya açık web sayfalarından temin edilen mail adreslerine iletilmiştir. Derlenen veri seti ile gerçekleştirilen analizler sonucunda psikolojik sermaye ile akademik performans arasında doğrusal bir ilişki gözlenirken, Covid-19’un düzenleyici etkisinin psikolojik sermayenin alt boyutlarından öz yeterlilik ile ilişkisi tespit edilmiştir. Bu sonuca göre akademisyenlerin öz yeterlilikleri yükseldikçe Covid-19’un olumsuz etkisi azalmaktadır. Bu çalışma ile akademisyenlerin performansları üzerine etkisi olduğu gözlemlenen psikolojik sermayenin hangi koşullar altında başarılarını etkilemeye devam edeceğine dair bulgular elde edilmiştir.
This article makes a case for the productive synergy between positive organizational communication scholarship (POCS) and critical scholarship, which have been often viewed as incompatible. The article opens with an overview of POCS and its key critiques from critical audiences, which allows us to unpack the metatheoretical assumptions driving each research tradition. Next, the article discusses the limits of relying only on a Eurocentric definition of the “positive.” Notably, this article delineates how Buddhist philosophies refresh our understanding of the “positive” and challenge existing ways of thinking and problem-solving in organizational communication. We apply the Buddhist-inspired people-conditions-goals framework to a case study on the 2022 University of California system strikes.
Stress is ubiquitous in life and creates a need for effective responses in any domain. In this exploratory study, our goal was to understand better how business students learn and use stress management techniques in the classroom context and how this learning applies to different domains. We used thematic coding and textual analysis of weekly student journal reflections about their use of different stress management techniques over 12 weeks. Moving beyond their use of stress techniques in the classroom, students’ comments suggest that their broad use of tools, led to improved well-being (i.e., increased positive affect, reduced stress, and negative affect) beyond the classroom into other life domains. An analysis of student statements further showed increases in their present-focused cognitive orientation, the key dimension of mindfulness, over time. Their heightened present-focused cognitive orientation seems to stem from their practice of the deep breathing stress management technique. Thus, the results suggest that an explicit focus on students’ stress reduction in the classroom may have important implications for how educators can better prepare students for addressing stress and improving psychological and cognitive gains through applied learning across multiple life experiences.
The ambition of this research is to test, in the context of work, the external validity of the theory of hedonic adaptation which stipulates a gradual return of the level of well-being to its set point despite the events experienced. Until now, it had mainly received strong empirical support in life in general within Anglo-Saxon countries. The empirical results of the two studies show that this theory can be extended to employees who change jobs in France but not in Japan. Two original contributions emerge: it is asymmetrical and partly at least contingent.
What is the purpose of our economic system? What would a more life-serving economy look like? There are many books about business and society, yet very few of them question the primacy of GDP growth, profit maximization and individual utility maximization. Even developments with a humanistic touch like stakeholder participation, corporate social responsibility or corporate philanthropy serve the same goal: to foster long-term growth and profitability. Humanism in Business questions these assumptions and investigates the possibility of creating a human-centered, value-oriented society based on humanistic principles. An international team of academics and practitioners present philosophical, spiritual, economic, psychological and organizational arguments that show how humanism can be used to understand, and possibly transform, business at three different levels: the systems level, the organizational level and the individual level. This groundbreaking book will be of interest to academics, practitioners and policymakers concerned with business ethics and the relationship between business and society.
В литературе по организационной психологии в последние десятилетия в связи с активным распространением идей позитивной психологии в организационном контексте возникли новые тенденции. Многочисленные исследования закладывают фундамент так называемой позитивной организационной доктрины, включая новые концепции — позитивного организационного поведения и позитивного организационного видения. Мнения учёных относительно статуса этих концепций разошлись. Одни убеждены в тождественности этих концепций, другие подчёркивают существенные различия между ними. Цель. Цель статьи — проанализировать разнообразные точки зрения на сходство и различия концепций, входящих в позитивное организационную доктрину, прояснить содержательные особенности каждой из них, найти основания для преодоления противоречий, возникших в дискурсе позитивной организационной психологии. Метод. Для достижения указанной цели использовался теоретический анализ литературных источников и систематизация результатов эмпирических исследований. Результаты. Рассмотрены исследовательские подходы в рамках позитивной организационной доктрины, выдвинутые Ф. Лютансом (концепция позитивного организационного поведения) и К. Камероном (концепция позитивного организационного видения). Несмотря на некоторые преимущественно «внешние» различия, этим двум концепциям присуще глубокое внутреннее сходство. Обе концепции возникли в начале 2000-х годов, выделившись из таких научных областей, как позитивная психология, организационное поведение, просоциальное организационное поведение и психология сообществ. Концепции сосредотачиваются на изучении процессов, которые позволяют развивать способности и позитивные качества сотрудника, обучать человека навыкам позитивного организационного поведения. Однако если позитивное организационное поведение исследует процессы на индивидуальном уровне, то позитивное организационное видение анализирует эти процессы преимущественно на организационном уровне. Это различие, в свою очередь, отражается и на использовании различных исследовательских методов. Ценность результатов. Выводы, полученные в ходе теоретического анализа позитивной организационной доктрины, дают обобщающую картину и расширяют наши представления о современном состоянии и об исследовательском потенциале концепций позитивного организационного поведения Ф. Лютанса и позитивного организационного видения К. Камерона.
There is limited research into positive organizational scholarship in social work in China. This study aimed to address this research gap by investigating what social workers perceive as positive management practices that facilitate work performance, strengthen work motivation or increase job satisfaction, and discover the relationship between self-care and organizational support. Semi-structured interviews were conducted with 23 participants in various agencies in southern China that resulted in the development of a two-dimensional model with seven conditions of positive organizational measures in social work. Suggestions are made for social work managers to create an effective organizational management system.
This chapter focuses on how coaching is delivered for performance improvement. It examines motivations for employee performance, the work, job and organisational factors that may hinder performance, and ways to reduce barriers causing job dissatisfaction and stress at work. Coaching has become an important developmental activity that represents the value the organisation places on employees. Performance coaching assists reasonably well-functioning yet mediocre performing employees reach their potential and become valued team members, retain talented individuals within the succession plan, and bring increased productivity benefits to the organisation. The leader’s role is to create a positive work environment which supports individual strengths and values individual differences and diversity. Concepts that have been derived from the positive psychology movement are those of psychological capital, a psychological resource created by empowering self-efficacy, hope, optimism, and resiliency; positive organisational behaviour, the study and application of positively oriented human resource strengths and psychological capacities; and positive scholarship, the study of that which is positive, flourishing, and life-giving in organisations.
This chapter examines the inclusion and excellence of African Americans in the workplace through the lens of conscience—which arises from the experience of questioning the certainties woven into human practices by considering how to begin them anew and taking action beyond its context by breaking the cycle in which the future is made dependent on the past. This can be useful in reducing discrimination, stigmatization, and microaggressions. We first clarify the origin of diversity management and demographics in the United States to provide the background for understanding the development of diversity and inclusion programs within an organization. Next, we explore the social, economic, and institutional factors that uniquely characterize African Americans facing systemic racism at both the individual and the collective levels. We then suggest how diversity and inclusion programs that address microaggressions, moral silence, and discriminatory stigmas by developing conscience and allyship to diverse coworkers and employees may facilitate the transition from systemic racism to restorative justice in the workplace, which, in turn, leads to better inclusion and excellence in the workplace. Finally, we explore directions for future research and highlight practical implications for the workplace at both the individual and the organizational levels.
The recent global pandemic, COVID-19, has compelled the higher education sector to resort to virtual mode of teaching from the traditional methods of classroom teaching thereby causing a huge paradigm shift. In order to make online learning a more positive and meaningful learning experience teachers must resort to reflective teaching. Reflective teaching is a skilled procedure that requires teachers to take logical decisions on their own teaching pedagogy, actions and provide meaningful guidance to students for better learning outcomes. Conscious lean educational leadership can holistically transform and enhance the leadership aptitude and responsibilities of academic communities virtually. The purpose of this chapter is to integrate reflective teaching as an innovative strategy in virtual mode for the development of conscious lean educational leadership in higher education. The findings yield that conscious lean educational leadership can serve as a great means to boost teachers’ morale and enrich their understanding during worldwide crisis. Reflective teaching can assist teachers to effectively contribute to virtual academic workplace through online educational tools. This chapter complements to extant literature on the amalgamation of conscious lean educational leadership by exploring how reflective teaching can assist to achieve the desired organizational goals in the virtual academic workplace.
At the end of the 20th century, psychologists reacted to what they perceived as a negative bias in their field by launching the positive psychology movement. This movement had influential effects on organization studies; much scholarly attention was devoted to studying positive organizational phenomena. The article provides a brief, selective introduction to some of the developments resulting from the early-21st-century focus on positive work and organization (PWO) studies. Findings of PWO are described in six different domains: psychological capital, organizational virtue, positive relationships, leadership, positive states and outcomes, and positive practice. The article also describes some outstanding challenges and promising directions for future development, including the nature of positivity, construct clarity, and the risks of co-optation.
This chapter discusses how each of the three cases portrays positive change management following acquisitions, detailing the theoretical and managerial insights that were uncovered. This chapter provides scholars with a map of interrelated emotion concepts and their connection to acquisition research, detailing how concepts such as emotion or emotional identification can be used in high-quality empirical research. This collection of concepts also acts as a guideline in choosing theoretical lenses for different types of acquisition studies considering employee emotions. Furthermore, this chapter highlights the practical guidelines for successful emotion management following acquisitions, detailing crucial points of attention with regard to managers, employee emotions, the emotional climate and identity. Finally, this chapter discusses the key limitations of the book and indicates fruitful future research directions.
İş Doyumunun Performansa Etkisinde Mutluluğun
Aracılık Rolü Üzerine Bir Araştırma
ÖZ
İş doyumunun performansa etkisinde mutluluğun rolünü araştırmayı amaçlayan çalışma, pozitif örgütsel davranış alanında güncel bir araştırma konusu olan mutluluğun çalışan performansına etkilerini ortaya çıkarmayı
ve bu etkilerini incelemeyi hedeflemektedir. Yazında uzun yıllardır tartışılan ‘mutlu çalışanlar daha verimli midir?’ sorusuna yanıt aramak üzere
olumlu bir tutum olan iş doyumunun performansa etkisinde mutluluğun
rolünün sorgulanarak alan yazına katkı sağlanması amaçlanmıştır. Fisher
(2010:385), çalışan mutluluğunun akademik araştırmalara nadiren konu
edildiğine dikkat çekmektedir. İlgili yazında genel olarak araştırmalar iş
doyumu üzerinde yoğunlaşmakla beraber, geçen 20 yıl zarfında işyerinde
bazı mutluluk formları veya pozitif duygularla ilgili deneyimler konusunda
bir takım yapılar araştırılmış, bu yapıların pek çoğu işyerinde pozitif tutumlar, pozitif haller ve hissiyat üzerinde durmuştur. Bu çalışma kapsamında,
Pavia Üniversitesi, Beyin ve Davranış Bilimleri Bölümü’nde araştırma modeline uygun ölçeklerin değerlendirilmesi, düzenlenmesi ve soru formuna
uyarlanması gerçekleştirilmiş, pilot çalışmanın ardından 2017 Haziran
-Temmuz aylarında hedef gruplara e-posta ile dağıtılarak geçerli toplam
409 yanıt elde edilmiştir. Araştırma bulguları; işte mutluluğun iş doyumu
ile çalışan performansı arasında; tam aracılık bağı oluşturduğu, performansı olumlu yönde etkilemekte olduğu ve iş doyumunun performansı ancak
mutluluğun geliştirici yöndeki katkısı ile yordadığını ortaya çıkarmıştır.
Anahtar Kelimeler: İş Doyumu, Olumlu Duygular, Olumsuz Duygular,
İşte Mutluluk, Çalışan Performansı.
A Research on the Mediating Role of Happiness to the Impact of Job Satisfaction to Performance
ABSTRACT
A study aiming to investigate the role of happiness under the influence
of job satisfaction on performance aims to reveal the effects of employee
happiness which is a current research topic in the field of positive organizational behavior and to examine these effects. Except for the rare efforts,
Fisher (2010:385) states that, the happines within the organization has not
been much studied in academic research. Usually these efforts are focused
on job satisfaction. During the past 20 years, researches have been made
on some happiness forms and positive feelings experiences in the work-place. Many of them have focused on positive attitudes, positive situations
and feelings in the workplace. The evaluation, translation and adaptation
of questionnaire of the appropriate scales were held in the Department of
Brain and Behavioral Sciences of University of Pavia. After the pilot study,
409 valid replies were received between June with July 2017. Findings are;
happiness at work positively affects employee performance, fully mediates
between job satisfaction and performance, job satisfaction predicts performance only through developer contribution of happiness at work.
Keywords: Job Satisfaction, Positive Feelings, Negative Feelings, Happiness at Work, Employee Performance.
While Appreciative Intelligence® – the capacity to reframe and see the potential in any situation and act on it with success – has generated a robust body of literature, scholarly advancement of this construct has been hampered by the lack of a validated instrument. Over two studies, we develop the Appreciative Intelligence® Scale (AIS), a 26-item survey organized into six factors. Study 1 explores the factor structure of the AIS using EFA. Study 2 uses hierarchical confirmatory factor analysis (HCFA) and hierarchical regression analyses to provide evidence for its convergent, discriminant, and criterion-related validity. The results support the priori six-factor structure of the AIS, indicating it is a valid measure of Appreciative Intelligence® useful in predicting proactive behavior at the individual, team, and organizational levels.
Intentionally looking bad at work is a type of impression management in which employees purposefully attempt to convey unfavorable impressions. Drawing on the employment experiences of 162 individuals, we documented five forms of such behavior: decreasing performance, not working to potential, withdrawal, displaying a bad attitude, and broadcasting limitations. Motives for managing poor impressions were also documented. The management of poor impressions was discriminable from the management of favorable impressions and self-handicapping. We provide a preliminary framework for understanding the management of poor impressions.
Although myths have been comprehensively examined at a cultural or macro level in organizational studies, they have received little attention at an individual level of analysis. This article uses Campbell's "hero's journey" as an analogy for understanding managerial performance myths. The article begins with a review of the literature on individual myths and the hero's journey and then turns to an empirical exploration of managerial high-performance myths. A typology of managerial high-performance myths is derived from data on high-performance experiences. Each of the four myths assumes a different meaning structure. The findings suggest a model for the construction of individual meaning systems in organizations. They also provide important insights on empowerment, leadership, and high performance.
A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, and informational diversity) and two moderators (task type and task interdependence) on workgroup outcomes. Informational diversity positively influenced group performance, mediated by task conflict. Value and social category diversity, task complexity, and task interdependence all moderated this effect. Social category diversity positively influenced group member morale. Value diversity decreased satisfaction, intent to remain, and commitment to the group; relationship conflict mediated the effects of value diversity. We discuss the implications of these results for group leaders, managers, and organizations wishing to create and manage a diverse workforce successfully.
This article explores three ways in which the positive psychology movement’s construction and presentation of itself are negative. First, the negative side is construed as the negative side effects of positive psychology’s dominant, separatist message. Second, the negative side is construed as the negativity that can be found within the positive psychology movement. Here the author elaborates on the negative or dismissive reactions of some spokespersons for the movement to ideas or views that run counter to the movement’s dominant message: (a) negativity about negativity itself, which is explored by way of research in health psychology and coping styles; and (b) negativity about the wrong kind of positivity, namely, allegedly unscientific positivity, especially that which Seligman purports to find within humanistic psychology. This constitutes an epistemological position that contributes to “reality problems” for positive psychologists. The author concludes with the implications of positive psychology’s “Declaration of Independence” for psychology’s much discussed fragmentation woes. She appeals to the wisdom of William James for guidance in finding a third, more positive meaning of positive psychology’s negative side. This third meaning can be gleaned from a not-yet-dominant but more integrative message emerging within the movement, one compatible with the reactions of some humanistic psychologists to positive psychology.
Sandbagging is a self-presentational strategy involving the false prediction or feigned demonstration of inability. Three studies explored the individual differences and situational variables influencing sandbagging behavior. Study 1 demonstrated that the newly created Sandbagging Scale possessed adequate reliability, convergent validity, and discriminant validity. The next two studies examined the social determinants of sandbagging. In Study 2, greater performance pressure led participants with higher scores on the Sandbagging Scale to predict worse performance on an upcoming task. In Study 3, participants with higher scores on the Sandbagging Scale were more likely to predict worse performance on an upcoming task to someone who was ostensibly evaluating their performance, but only when the individual did not possess prior performance information. Sandbagging is discussed as a self-presentational strategy used to reduce performance pressure and provide a low baseline against which subsequent performance can be compared.
As the title suggestions, this article asks two basic questions of organizational scholars: How do we come alive in how we do our research? What do we look for in organizational contexts to see life? Drawing on personal experience and an extraordinary example of a life-filled unit in a billing department of a community hospital, this essay engages these two questions.
This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.
In this article, the authors explore compassion in work organizations. They discuss the prevalence and costs of pain in organizational life, and identify compassion as an important process that can occur in response to suffering. At the individual level, compassion takes place through three subprocesses: noticing another’s pain, experiencing an emotional reaction to the pain, and acting in response to the pain. The authors build on this framework to argue that organizational compassion exists when members of a system collectively notice, feel, and respond to pain experienced by members of that system. These processes become collective as features of an organization’s context legitimate them within the organization, propagate them among organizational members, and coordinate them across individuals.
hriving describes an individual's experience of vitality and learning. The primary goal of this paper is to develop a model that illuminates the social embeddedness of employees' thriving at work. First, we explain why thriving is a useful theoretical construct, define thriving, and compare it to related constructs, including resilience, flourishing, subjective well-being, flow, and self-actualization. Second, we describe how work contexts facilitate agentic work behaviors, which in turn produce resources in the doing of work and serve as the engine of thriving. Third, we describe how thriving serves as a gauge to facilitate self-adaptation at work. We conclude by highlighting key theoretical contributions of the model and suggesting directions for future research.
This chapter addresses the question of how schema-inconsistent information about persons is processed and how it affects impressions. Three strategies in resolving inconsistencies are proposed, based on an integration of the literature on trait attribution, impression formation, and person memory. First, inconsistent descriptions can be attributed to different nondispositional factors. Second, recognition of nondispositional factors can produce a conditional trait attribution, leading to multiple, situation-specific, representations of the person. Third, inconsistencies can instigate a search for a trait implication that fits both the consistent and inconsistent descriptions, producing a change of meaning. The effects of conditional trait attribution and meaning change on impressions are discussed.
The Academy of Management (AOM) was founded to help meet society’s social and economic objectives and in so doing, serve the public interest. However, scholarship in our field has pursued society’s economic objectives much more than it has its social ones. Surveying the supply and demand for all of the empirical research published by the AOM between 1958 and 2000 and all of the research published between 1972 and 2001 that attempts to link a firm’s social and economic performance, we provide evidence for this claim. We then propose reasons for why this research imbalance exists and conclude by foreshadowing a research agenda that honors our field’s historic social values.
Responds to comments by A. C. Bohart and T Greening, S. B. Shapiro, G. Bacigalupe, R. Walsh, W. C. Compton, C. L. McLafferty and J. D. Kirylo, N. Abi-Hashem, A. C. Catania, G. K. Lampropoulos, and T. M. Kelley (see records
2002-15384-010,
2002-15384-011,
2002-15384-012,
2002-15384-013,
2002-15384-014,
2002-15384-015,
2002-15384-016,
2002-15384-017,
2002-15384-018, and
2002-15384-019, respectively) on the January 2000, Vol 55(1) special issue of the
American Psychologist dedicated to positive psychology. M. E. P. Seligman and M. Csikszentmihalyi expand on some of the critical themes discussed in the commentaries. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
In this brief essay the author argues that the contemporary "positive psychology" movement fails to emphasize important aspects of human existence that are essential to human excellence. Through an explication of some historical, cross-cultural, and literary examples, the author argues for the importance of a kind of "negative psychology" that is fundamental to an adequate comprehension of the human situation. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Positive psychology is the study of the conditions and processes that contribute to the flourishing or optimal functioning of people, groups, and institutions. In this brief introduction, the authors give examples of current work in positive psychology and try to explain why the positive psychology movement has grown so quickly in just 5 years. They suggest that it filled a need: It guided researchers to understudied phenomena. The authors close by addressing some criticisms and shortcomings of positive psychology, such as the relative lack of progress in studying positive institutions.
We define work-family enrichment as the extent to which experiences in one role improve the quality of life in the other role. In this article we propose a theoretical model of work-family enrichment and offer a series of research propositions that reflect two paths to enrichment: an instrumental path and an affective path. We then examine the implications of the model for future research on the work-family enrichment process.
Drawing selectively from the often countervailing currents of postmodernism, we argue for an epistemology that combines a:skepticism toward metanarrative with a commitment to rigorous standards of enquiry in pursuit of radical challenges to accepted knowledge. We discuss five problematics concerned with normal science, truth, representation, style, and generalizability, and we provide examples of postmodern approaches to classic data sets, local knowledge, eclectic sources, and the counterintuitive. In this article we seek to provoke an ongoing conversation concerning the potential of postmodernism for revolutionizing organizational research.
Positive emotions are hypothesized to undo the cardiovascular aftereffects of negative emotions. Study 1 tests this undoing effect. Participants (n = 170) experiencing anxiety-induced cardiovascular reactivity viewed a film that elicited (a) contentment, (b) amusement, (c) neutrality, or (d) sadness. Contentment-eliciting and amusing films produced faster cardiovascular recovery than neutral or sad films did. Participants in Study 2 (n = 185) viewed these same films following a neutral state. Results disconfirm the alternative explanation that the undoing effect reflects a simple replacement process. Findings are contextualized by Fredrickson's broaden-and-build theory of positive emotions (B. L. Fredrickson, 1998).
The greater power of bad events over good ones is found in everyday events, major life events (e.g., trauma), close relationship outcomes, social network patterns, interpersonal interactions, and learning processes. Bad emotions, bad parents, and bad feedback have more impact than good ones, and bad information is processed more thoroughly than good. The self is more motivated to avoid bad self-definitions than to pursue good ones. Bad impressions and bad stereotypes are quicker to form and more resistant to disconfirmation than good ones. Various explanations such as diagnosticity and salience help explain some findings, but the greater power of bad events is still found when such variables are controlled. Hardly any exceptions (indicating greater power of good) can be found. Taken together, these findings suggest that bad is stronger than good, as a general principle across a broad range of psychological phenomena.
As the positive psychology movement gains momentum, both within psychology and in the broader culture, it becomes increasingly important to ensure that the complexity of individual personality and psychological processes do not get lost in a "one-size-fits-all" approach to improving human functioning. In this article, we consider some of the ways that the costs and benefits of different kinds of optimism and pessimism may vary across different individuals, situations, and cultural contexts. We use defensive pessimism research to illustrate that there are times when pessimism and negative thinking are indeed positive psychology, as they lead to better performance and personal growth. We also consider the ways in which dominant American culture--and research in psychology--may underestimate some of the costs of optimism.
Theory indicates that resilient individuals "bounce back" from stressful experiences quickly and effectively. Few studies, however, have provided empirical evidence for this theory. The broaden-and-build theory of positive emotions (B. L. Fredrickson, 1998, 2001) is used as a framework for understanding psychological resilience. The authors used a multimethod approach in 3 studies to predict that resilient people use positive emotions to rebound from, and find positive meaning in, stressful encounters. Mediational analyses revealed that the experience of positive emotions contributed, in part, to participants' abilities to achieve efficient emotion regulation, demonstrated by accelerated cardiovascular recovery from negative emotional arousal (Studies 1 and 2) and by finding positive meaning in negative circumstances (Study 3). Implications for research on resilience and positive emotions are discussed.
Positive psychology has flourished in the last 5 years. The authors review recent developments in the field, including books, meetings, courses, and conferences. They also discuss the newly created classification of character strengths and virtues, a positive complement to the various editions of the Diagnostic and Statistical Manual of Mental Disorders (e. g., American Psychiatric Association, 1994), and present some cross-cultural findings that suggest a surprising ubiquity of strengths and virtues. Finally, the authors focus on psychological interventions that increase individual happiness. In a 6-group, random-assignment, placebo-controlled Internet study, the authors tested 5 purported happiness interventions and 1 plausible control exercise. They found that 3 of the interventions lastingly increased happiness and decreased depressive symptoms. Positive interventions can supplement traditional interventions that relieve suffering and may someday be the practical legacy of positive psychology.
Extending B. L. Fredrickson's (1998) broaden-and-build theory of positive emotions and M. Losada's (1999) nonlinear dynamics model of team performance, the authors predict that a ratio of positive to negative affect at or above 2.9 will characterize individuals in flourishing mental health. Participants (N=188) completed an initial survey to identify flourishing mental health and then provided daily reports of experienced positive and negative emotions over 28 days. Results showed that the mean ratio of positive to negative affect was above 2.9 for individuals classified as flourishing and below that threshold for those not flourishing. Together with other evidence, these findings suggest that a set of general mathematical principles may describe the relations between positive affect and human flourishing.
Although "valuing diversity" has become a watchword, field research on the impact of a culturally diverse workforce on organizational performance has not been forthcoming. Invoking a resource-based framework, in this study I examined the relationships among cultural (racial) diversity, business strategy, and firm performance in the banking industry. Racial diversity interacted with business strategy in determining firm performance measured in three different ways, as productivity, return on equity, and market performance. The results demonstrate that cultural diversity does in fact add value and, within the proper context, contributes to firm competitive advantage.
Critical theory is presented as a general method for analyzing an organization science based on either a natural science or interpretive paradigm. This is accomplished by introducing epistemic inquiry into organization science methodology. Specifically, critical theory provides a means of examining the socio-political interplay among the researcher, the research enterprise, the practitioner, and the organization members. Such an analysis requires the examination of ideology, technology, and praxis.
We used self-categorization theory--which proposes that people may use social characteristics such as age, race, or organizational membership to define psychological groups and to promote a positive self-identity--to develop and test hypotheses about the effects of demographic diversity in organizations on an individual's psychological and behavioral attachment to the organization. Individual-level commitment, attendance behavior, and tenure intentions were examined as a function of the individual's degree of difference from others on such social categories as age, tenure, education, sex, and race. We expected that the effect of being different would have different effects for minorities (i.e., women and nonwhites) than for members of the majority (i.e., men and whites). Analyses of a sample of 151 groups comprising 1,705 respondents showed that increasing work-unit diversity was associated with lower levels of psychological attachment among group members. Nonsymmetrical effects were found for sex and race, with whites and men showing larger negative effects for increased unit heterogeneity than nonwhites and women. The results of the study call into question the fundamental assumption that underlies much of race and gender research in organizations--that the effect of heterogeneity is always felt by the minority.
Fundamental Assumptions about Human NatureValue AssumptionsThe Agenda for PracticeIntegrating the Positive and NegativePositive Psychology and the Nature of KnowledgePositive Psychology in Practice as a Reflective Endeavor
We examine interpersonal congruence, the degree to which group members see others in the group as others see themselves, as a moderator of the relationship between diversity and group effectiveness. A longitudinal study of 83 work groups revealed that diversity tended to improve creative task performance in groups with high interpersonal congruence, whereas diversity undermined the performance of groups with low interpersonal congruence. This interaction effect also emerged on measures of social integration, group identification, and relationship conflict. By eliciting self-verifying appraisals, members of some groups achieved enough interpersonal congruence during their first ten minutes of interaction to benefit their group outcomes four months later. In contrast to theories of social categorization, the interpersonal congruence approach suggests that group members can achieve harmonious and effective work processes by expressing rather than suppressing the characteristics that make them unique.
This paper develops theory about the conditions under which cultural diversity enhances or detracts from work group functioning. From qualitative research in three culturally diverse organizations, we identified three different perspectives on workforce diversity: the integration-and-learning perspective, the access-and-legitimacy perspective, and the discrimination-and-fairness perspective. The perspective on diversity a work group held influenced how people expressed and managed tensions related to diversity, whether those who had been traditionally underrepresented in the organization felt respected and valued by their colleagues, and how people interpreted the meaning of their racial identity at work. These, in turn, had implications for how well the work group and its members functioned. All three perspectives on diversity had been successful in motivating managers to diversify their staffs, but only the integration-and-learning perspective provided the rationale and guidance needed to achieve sustained benefits from diversity. By identifying the conditions that intervene between the demographic composition of a work group and its functioning, our research helps to explain mixed results on the relationship between cultural diversity and work group outcomes.
Connectivity, the control parameter in a nonlinear dynamics model of team performance is mathematically linked to the ratio of positivity to negativity (P/N) in team interaction. By knowing the P/N ratio it is possible to run the nonlinear dynamics model that will portray what types of dynamics are possible for a team. These dynamics are of three types: point attractor, limit cycle, and complexor (complex order, or “chaotic” in the mathematical sense). Low performance teams end up in point attractor dynamics, medium perfomance teams in limit cycle dynamics, and high performance teams in complexor dynamics.
Positive organizational scholarship is the study of that which is positive, flourishing, and life-giving in organizations. Positive refers to the elevating processes and outcomes in organizations. Organizational refers to the interpersonal and structural dynamics activated in and through organizations, specifically taking into account the context in which positive phenomena occur. Scholarship refers to the scientific, theoretically derived, and rigorous investigation of that which is positive in organizational settings. This article introduces this new field of study and identifies some of its key contributions.
The traditional literature on stigma focuses on identifying factors contributing to the harmful impact of stigmas on the lives of stigmatized individuals. This focus, however, cannot explain the many cases of individuals possessing a stigmatized identity flourishing in our society. This article investigates the processes that successful stigmatized individuals use to overcome the harmful consequences of stigmatization. Specifically, this article reviews three processes: (1) compensation; (2) strategic interpretations of the social environment; and (3) focusing on multiple identities that have been identified in the literature to help stigmatized individuals handle prejudice and discrimination. Moreover, successful individuals adopt an “empowerment” model as opposed to a “coping” model when dealing with stigma. In other words, successful individuals view overcoming the adversities associated with stigma as an empowering process, as opposed to a depleting process. This discussion underscores the importance of adopting a new approach to gain a fuller understanding of the experience of being stigmatized.
Critical Management Studies has taken on an institutional embodiment in the last four years, but builds on earlier developments in the intellectual culture of academia and of professional schools. This essay traces the development of CMS in the context of American professional schools. It draws upon recent thinking in the sociology of science and the sociology of professions. In particular, it examines processes internal to disciplines and professions and external to them in the larger society, across disciplinary boundaries, and in intellectual discourse. Attention is paid to those processes that hold disciplines and sub-disciplines in their orbits or trajectories, and those processes and events that shock and redefine orbits. The paper concludes with a discussion of two alternative trajectories for CMS-one where it remains relatively marginal to management education, another where it becomes central.
Strategic management research overlooks dynamic capabilities generated from the “humanistic side” of organizational life, such as relationships, compassion, virtuous actions, and honorable behavior. However, exploring these dynamic capabilities can provide the field of strategic management with a different viewpoint of how organizations create value through human processes. To examine this issue, the article presents results from a case study of a nurse-midwife practice within a large research hospital. The study explores how the humanistic work ideology of the nurse-midwife practice creates dynamic capabilities. Through theoretical analysis of the case study data, the authors develop a framework to explain the humanistic work ideology of the midwives and its linkages to human resource management and patient service capabilities. Last, the authors conclude with a discussion proposing that institutional pressures legitimize the humanistic work ideology of the midwifery practice.
There is growing evidence that human resources are crucial to organizational success, and may offer the best return on investment for sustainable competitive advantage. The purpose of this article is to analyze what constitutes competitive advantage from traditionally recognized sources. We then turn to treating human resources as a capital investment for competitive advantage. Specific attention is given to increasingly recognized human and social capital and the newly proposed positive psychological capital. After providing the theoretical and research background, attention is given to guidelines for how to practically manage human, social, and positive psychological capital for competitive advantage. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This essay draws from the emerging positive psychology movement and the author's recent articles on the need for and meaning of a positive approach to organizational behavior. Specifically, the argument is made that at this time, the OB field needs a proactive, positive approach emphasizing strengths, rather than continuing in the downward spiral of negativity trying to fix weaknesses. However, to avoid the surface positivity represented by the non-sustainable best-sellers, the case is made for positive organizational behavior (POB) to take advantage of the OB field's strength of being theory and research driven. Additional criteria for this version of POB are to identify unique, state-like psychological capacities that can not only be validly measured, but also be open to development and performance management. Confidence, hope, and resiliency are offered as meeting such POB inclusion criteria. The overall intent of the essay is to generate some positive thinking and excitement for the OB field and ‘hopefully’ stimulate some new theory building, research, and effective application. Copyright © 2002 John Wiley & Sons, Ltd.
This article opens by noting that positive emotions do not fit existing models of emotions. Consequently, a new model is advanced to describe the form and function of a subset of positive emotions, including joy, interest, contentment, and love. This new model posits that these positive emotions serve to broaden an individual's momentary thought-action repertoire, which in turn has the effect of building that individual's physical, intellectual, and social resources. Empirical evidence to support this broaden-and-build model of positive emotions is reviewed, and implications for emotion regulation and health promotion are discussed.
Women's involvement in multiple roles was examined in relation to three stress indices: role overload, role conflict, and anxiety. Using hierarchical multiple regression analyses, effects of number of roles occupied; occupancy of the particular roles of paid worker, wife, and mother; and the quality of a woman's experience in her roles were analyzed. Data were from a disproportionate stratified random sample (N = 238) of Caucasian women between 35 and 55 years of age. For the total sample and for employed women, occupancy of the role of mother was related to two stress indices; occupancy of the role of paid worker was related to none. The quality of experience in the work and parental roles was a significant predictor of role overload; quality of parental role experience was a significant predictor of role conflict and of anxiety.
To describe how communication failures contribute to many medical mishaps.
In late 1999, a sample of 26 residents stratified by medical specialty, year of residency, and gender was randomly selected from a population of 85 residents at a 600-bed U.S. teaching hospital. The study design involved semistructured face-to-face interviews with the residents about their routine work environments and activities, the medical mishaps in which they recently had been involved, and a description of both the individual and organizational contributory factors. The themes reported here emerged from inductive analyses of the data.
Residents reported a total of 70 mishap incidents. Aspects of "communication" and "patient management" were the two most commonly cited contributing factors. Residents described themselves as embedded in a complex network of relationships, playing a pivotal role in patient management vis-à-vis other medical staff and health care providers from within the hospital and from the community. Recurring patterns of communication difficulties occur within these relationships and appear to be associated with the occurrence of medical mishaps.
The occurrence of everyday medical mishaps in this study is associated with faulty communication; but, poor communication is not simply the result of poor transmission or exchange of information. Communication failures are far more complex and relate to hierarchical differences, concerns with upward influence, conflicting roles and role ambiguity, and interpersonal power and conflict. A clearer understanding of these dynamics highlights possibilities for appropriate interventions in medical education and in health care organizations aimed at improving patient safety.