Suresh Srivastva's research while affiliated with Case Western Reserve University and other places
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Publications (9)
It’s been thirty years since the original articulation of “Appreciative Inquiry in Organizational Life” was written in collaboration with my remarkable mentor Suresh Srivastva (Cooperrider & Srivastva, 1987). That article – first published in Research in Organization Development and Change – generated more experimentation in the field, more academi...
This paper develops the construct of organizational hope as a methodological imperative for studying and strengthening organizations. It calls on organizational scholars and practitioners to move beyond the critical impulse by advancing "textured vocabularies of hope" that affirm the best and most promising dimensions of social and organizational l...
In this paper we direct the field of management and organization learning toward the betterment of the global human condition. Through the metaphor of the global meeting, we develop the core agenda for scholarship in management and organization learning: learning for positive global change, cooperative advantage and anticipatory learning, learning...
The organization dimensions of global change represent afresh arena of organizational scholarship demanded by the global exigencies of our moment in history, a moment where, for the first time, the scale and character of human action has measurable impacts on the natural environment, as well as societal transformations and our collective consciousn...
This chapter presents a conceptual refiguration of action-research based on a "sociorationalist" view of science. The position that is developed can be summarized as follows: For action-research to reach its potential as a vehicle for social innovation it needs to begin advancing theoretical knowledge of consequence; that good theory may be one of...
Citations
... • Action learning: Action learning has traditionally been directed toward enabling professionals to learn and develop through engaging in reflecting on their experience as they seek to solve real-life problems in their own organizational settings through participation in a peer group (Coghlan & Rigg, 2012). • Appreciative inquiry: Cooperrider and Srivastva (1987;Cooperrider, 2017) criticized how action research is viewed as a form of problem solving. As an alternative, they propose appreciative inquiry as a form of action research which focuses on building on what is already successful, rather than what is deficient, thus leveraging the generative capacity for transformational thinking and action. ...
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... In sum, the Send-down movement created indelible memories in the Sent-down youths. When the Sent-down youths became CEOs, the influence of their early experiences was subtly revealed in their corporate strategic decision-making (Jonas III, Fry & Srivastva, 1990). Therefore, we theorized the Send-down movement as an institutional imprint and explored the mechanism of this institutional imprint on CER undertaking. ...
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... Kepemimpinan transaksional lebih bergantung pada "perdagangan" antara pemimpin dan pengikut dimana pengikut dikompensasi untuk pertemuan khusus tujuan atau kriteria kinerja (Sharma, 1987). Pemimpin transaksional pertama akan memvalidasi hubungan antara kinerja dan hadiah dan kemudian menukarnya dengan respons yang sesuai yang mendorong bawahan untuk meningkatkan kinerja (Jung, 2001). ...
... AI explores the best in a situation rather than looking for the wrong requiring it to be 'fixed' (Srivastva and Cooperrider, 1987). AI explores 'goodness' in the system by highlighting happiness, vivacity, mutual trust, and cooperation (Ludema, Cooperrider, ...
... As reflection has been closely linked with effective learning, learning has been closely aligned to effective change. A range of researchers have discussed the positive linkage between effective change and organizational and personal learning (Fiol and Lyles 1985;Huber 1991;Argyris 1992;Srivastva et al. 1995). Such an approach works on the premise that the outcome of learning is new knowledge that can be applied to dealing with the organizational and personal challenges that change brings (Beckhard and Pritchard 1992). ...
... Extensive research has confirmed the importance of positive affect in enhancing people's ability to work together and be creative when confronted with Three change strategies in OD opportunities or problems (Lewis, 2011(Lewis, , 2016. These approaches also positively affect the sense of hope and optimism of those participating (Ludema et al., 1997). They ensure that those who will have to change influence the change. ...
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... As David Cooperrider, of the Weatherhead School of Management at Case Western Reserve University said many years ago, we have the resources and the technology to solve the big intractable problems that threaten the future of humanity: food security, climate change, epidemics, energy depletion. What we need is the knowledge of how to manage the human dimension (cf., Bilimoria, Cooperrider, Kaczmarski, Khalsa, Srivastva & Upadhayaya, 1995). And the best knowledge about management? ...
