Exploring positive relationships at work : building a theoretical and research foundation

By Jane E. Dutton, B. R. Ragins. 2007

514 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0395dd182b0b03e67b9201d242e82b4290423f3d

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Positive psychological capital and emotional labor in Korea: the job demands-resources approach (2016, background): “…relationships, positive work environment includes, among many others, development opportunities, cooperative work routines, cultures of trust and fair systems (Dutton & Ragins, 2007), which taken together are expected to create job resources and nurture individuals’ psychological resources.”
CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, background): “, 2004), as well as in more general perspectives such as social exchange theory (Blau, 1964), relational cognition theory (Berscheid, 1994; Fiske, 1992), social capital (Coleman, 1988), network theory (Burt, 1992), and more recently in the writings of organizational scholars on positive work relatio”
The effects of mentoring on role stress, job attitude, and turnover intention in the hotel industry (2015, unknown): “…roles to their mentees, and motivate them by providing sponsorship, exposure and visibility, coaching, protection, or challenging assignments (Dutton and Heaphy, 2003; Dutton and Ragins, 2007; Higgins and Kram, 2001; Kram, 1983, 1985; Ragins and Cotton, 1999; Rutherford and Wiegenstein, 1985).”
Organizational Injustice as an Occupational Health Risk (2010, background): “However, considering the movements toward positive psychology (Seligman & Csikszentmihalyi, 2000) and positive organizational science (Dutton & Ragins, 2006), it is reasonable to consider the opposite possibility—that justice promotes health.”
Organizational investments in social capital, managerial coaching, and employee work-related performance (2011, background): “Similarly, Baker and Dutton (2006) contend that high-quality connections (positive connections between people) and reciprocity (mutual exchange of aid and benefit between people) are fundamental elements of social capital that are essential in all treatments of social capital regardless of…”