Shifting the Lens on Organizational Life: The Added Value of Positive Scholarship

By L. Roberts. 2006

212 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/438c76a3146f58dce7e627f779f4ec4a9f9ac100

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Emotions in Leadership Development: A Critique of Emotional Intelligence (2008, background): “First, what are these predefined virtues, and who prescribed them? Whose interests are being served by these virtues, and perhaps more important, whose interests may not have been heard or even solicited? And finally, are these virtues unilateral and universal across cultures? According to Roberts (”
The positive group affect spiral: a dynamic model of the emergence of positive affective similarity in work groups (2008, background): “McIntyre, Watson, Clark, & Cross, 1991), suggesting that positive and negative affective dynamics will follow fundamentally different patterns (Roberts, 2006).”
Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors (2008, background): “…2000), we propose the newly emerging fields of positive organizational scholarship (Cameron & Caza, 2004; Cameron, Dutton, & Quinn, 2003; Roberts, 2006) and positive organizational behavior (Luthans, 2002a, 2002b; Nelson & Cooper, 2007; Wright, 2003) may offer insights into effective…”
Empathy, Connectedness and Organisation (2012, background): “However, while these organisational studies describe empathy as an emotional quality, recent studies in neuroscience substantiate that empathy is more than an affective quality as it emerges both cognitively and frequently unconsciously (de Vignemont and Singer 2006; Van Lange 2008).”
The “point” of positive organizational behavior (2009, background): “…application, not only from positive psychology (Luthans & Youssef, 2009; Peterson & Seligman, 2003), but also “medical research (health building and wellness), social work (community asset building), political science (peace building), and education (character building)” (Roberts, 2006, p. 293).”
Psychological capital and performance of Portuguese civil servants: exploring neutralizers in the context of an appraisal system (2010, background): “’ Second, we suggest that studying both the ‘positive’ and the ‘negative’ can be more fruitful for understanding organizational life than simply studying positivity for counterbalancing the alleged traditional bias toward negativity (Luthans 2002b; Fineman 2006a, 2006b; Roberts 2006).”
The mediating role of psychological capital in the supportive organizational climate—employee performance relationship (2008, background): “Michigan’s research group’s work on more macro-oriented positive organizational scholarship (Cameron & Caza, 2004; Cameron, Dutton, & Quinn, 2003; Roberts, 2006).”
Doing good, doing harm, being well and burning out: The interactions of perceived prosocial and antisocial impact in service work (2007, background): “A core premise of these perspectives is that positive and negative states are independent, and thereby exert separate influences on employee well-being (e.g. Cameron et al., 2003; Roberts, 2006; cf. Fineman, 2006).”
Widening the lens: Rethinking distance, diversity, and foreignness in international business research through positive organizational scholarship (2016, background): “The POS framework assumes that context is central in supporting actor strengths in organizations, and emphasizes the contextual embeddedness of constructs like flourishing (Cameron et al., 2003; Roberts, 2006).”
Happiness at work. (2010, background): “…pursue positive organizational schol-arship (Cameron et al. 2003) and positive organizational behavior (Luthans 2002; Wright 2003), though there is still debate on exactly what these terms encompass and how helpful they might be (Fineman 2006; Hackman 2009; Luthans and Avolio 2009; Roberts 2006).”
The Implications of Positive Psychological Capital on Employee Absenteeism (2006, background): “Derived from the new focus in the field of management on positivity (Fineman, 2006; Roberts, 2006; Cameron, Dutton & Quinn, 2003) and the positive organizational behavior literature (Luthans, 2002a, 2002b), certain positive psychological capacities such as optimism, resilience, hope and…”
Implications of core self-evaluations for a changing organizational context (2011, background): “…in the area of positive psychology have described an equally dramatic shift away from research that examines the negative aspects of personality, and toward research that investigates human capacity for growth, development, creativity, resilience, and happiness (Bonanno, 2004; Roberts, 2006).”
Transformational leadership, innovative work behavior, and employee well-being (2013, background): “With the epiphany and development of positive psychology, some scholars turned their attention from performance as the only consequence of transformational leadership to other outcomes (Roberts 2006).”
Optimism predicting employees' creativity: The mediating role of positive affect and the positivity ratio (2012, background): “In short, our study suggests that scholars nourishing the ‘‘positive psychology’’ (Fredrickson, 2001; Seligman & Csikszentmihalyi, 2000) and the ‘‘positive organizational studies’’ (Caza & Cameron 2008; Roberts, 2006) movements must pay attention to some criticisms (Fineman, 2006), and not lose sigh”
Spiritual Climate of Business Organizations and Its Impact on Customers’ Experience (2009, methodology): “POB scholars also seek to identify the role of organizational climate and its impact of sustained performance (Roberts, 2006).”
Venturing for Others with Heart and Head: How Compassion Encourages Social Entrepreneurship (2012, background): “POS scholars have largely focused on how virtuous motivations influence individuals, groups, or organizations to cope and even thrive in the midst of difficult circumstances (Cameron, 2003; Dutton et al., 2006; Roberts, 2006).”
Positive Organizational Scholarship (2007, unknown): “Yet, as suggested above, POS scholars are attentive to “the negative”; they examine what may be positive about seemingly neutral or negative states (Roberts, 2006).”
Emerging Positive Organizational Behavior (2007, background): “In other words, positive approaches should not be refuted based only on what they may exclude (Roberts, 2006).”
Experimental Analysis of a Web-Based Training Intervention to Develop Positive Psychological Capital (2008, background): “…it been proposed as a new (or at least renewed) lens to focus study on organizational behavior (Cameron, Dutton, & Quinn, 2003; Luthans, 2002a, 2002b; Luthans & Youssef, 2007; Luthans, Youssef, & Avolio, 2007; Nelson & Cooper, 2007; Roberts, 2006; Turner, Barling, & Zacharatos, 2002; Wright, 2003).”