Coordination as Energy-in-Conversation

By Ryan W. Quinn, Jane E. Dutton. 2005

377 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1c05ab6a9b7cbe084ba1a8a313baa052b82890e0

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In Experimental and Cognitive Psychology

In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

Strategic Application of Storytelling in Organizations (2010, background): “…been suggested “that communication fills an organization-making function rather than just an organization-maintaining one” (Barker & Camarata, 1998, p. 444), and narratives are viewed by many as a way to organize and coordinate all aspects of the organization making function (Quinn & Dutton, 2005).”
Why individuals in larger teams perform worse (2012, background): “…view within the organizational literature to date is that coordinated exchange between members is the fundamental mechanism that explains poor group performance in larger teams (Haleblian & Finkelstein, 1993; Hoffer-Gittell, 2002; Quinn & Dutton, 2005; Smith et al., 1994; Wiersema & Bantel, 1992).”
Process Consultation Revisited (2009, neutral): “with others (Block, 2000; Dutton, 2003; Quinn & Dutton, 2005 ); (f) mutually appreciative”
Staying vigorous until work is over: The role of trait vigour, day-specific work experiences and recovery (2008, background): “Research that has conceptualized vigour in a work context is still rare (for exceptions see, Quinn & Dutton, 2005; Schaufeli, Bakker, & Salanova, 2006; Spreitzer, Sutcliffe, Dutton, Sonenshein, & Grant, 2005).”
The positive effect of expressing negative emotions on knowledge creation capability and performance of project teams (2016, background): “The way people feel and how it is expressed has consequences for their motivation to coordinate with others in meaningful ways (Quinn and Dutton, 2005).”
Energy at work: A measurement validation and linkage to unit effectiveness. (2012, background): “Quinn and Dutton (2005) defined individual‐level energy as “a type of positive affective arousal, which people can experience as emotion—short responses to specific events—or mood—longer lasting affective states that need not be a response to specific events” (p. 36).”
A Dialogical Approach to the Creation of New Knowledge in Organizations (2009, background): “Admittedly, this is a simple exchange (for similar ones, see Quinn and Dutton 2005, p. 40; Sawyer 2007, pp. 135, 139–140).”
Workplace and family support and work–life balance: Implications for individual psychological availability and energy at work (2016, background): “Energy is ‘the feeling that one is eager to act and capable of acting’ (Quinn & Dutton, 2005, p. 36).”
Vigor as a Positive Affect at Work: Conceptualizing Vigor, Its Relations with Related Constructs, and Its Antecedents and Consequences (2011, background): “Vigor probably possesses an informational value indicating attractiveness of goals to be pursued and is therefore likely to influence the direction a person chooses to act in and also the effort he or she decides to invest (Quinn & Dutton, 2005).”
Living Leadership: A Systemic Constructionist Approach (2008, background): “Quinn and Dutton (2005) observe that energy has a positive effect on the ability of social actors to coordinate their action: [E]nergy has motivational effects: it affects the direction a person chooses to act in, because positive feelings indicate the attractiveness of alternatives, and the effort…”
Understanding the Elusive Black Box of Dynamic Capabilities (2011, background): “Also, Quinn and Dutton (2005) noted: " coordination is the process people use to create, adapt, and re-create organizations " (p. 36).”
Transformational leadership, innovative work behavior, and employee well-being (2013, background): “…is a central source of positive states and experiences such as satisfaction, enrichment, development, and growth (Dutton 2003; Dutton and Heaphy 2003; Quinn and Dutton 2005) we therefore hypothesize that: Hypothesis 7a Perceived psychological safety is a mediator between TL and employee well-being.”