On Being Positive: Concerns and Counterpoints

By Stephen J. Fineman. 2006

508 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/5cd13aff29128fb74ff41fdfe7ab3febbf8c1913

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Generative Process, Generative Outcome: The Transformational Potential of Appreciative Inquiry (2013, background): “ Both those who extolled the virtues of AI (e.g., Arkin, 2005; Oswick, Grant, Michelson & Wailes, 2005) and those who critiqued it (e.g., Grant & Humphries, 2006; Fineman, 2006) tended to put a great deal of attention on the so‐called “focus on the positive” and very little on the …”
The emotional organization : passions and power (2008, background): “Here, for instance, we have grand designs to change the valuation or tone of emotion in an organization, such as attempts to make it more aggressive, fun, compassionate, or positive.(32,33) Typically, such corporate emotionologies are set in the executive boardroom and cascaded throughout the organi”
Effects of Positive Practices on Organizational Effectiveness (2011, background): “The term positive is accused of a potentially restrictive connotation and values bias (Fineman, 2006; George, 2004) and is criticized as implying that most organizational science is negative, that an ethnocentric bias is represented, that a narrow moral agenda is being pursued, or that nonrigorous…”
Designing jobs to do good: Dimensions and psychological consequences of prosocial job characteristics (2008, background): “My hope is to motivate researchers to examine how understandings of the meaning of doing good differ across occupational, organizational, and national cultures (Fineman, 2006; George, 2004).”
Optimism and the Boundaryless Career: The Role of Developmental Relationships (2010, background): “Although some of this work has come under recent critique for being overly individualistic (e.g., Fineman, 2006), the present study departs from such an approach by considering the social context in which careers are embedded.”
Emotions in Leadership Development: A Critique of Emotional Intelligence (2008, background): “Fineman (2006b) explained POS: “‘Positive deviance’ marks the positive movement’s rhetorical and moral/ideological stand.”
Shifting the Lens on Organizational Life: The Added Value of Positive Scholarship (2006, background): “Fineman references this body of work, but his critique of positive scholarship is largely targeted toward the first two areas of positive psychology (subjective states and individual traits) and their limited or problematic application to the workplace. As a result, many of his concerns relate to th”
Authentic leadership and positive organizational behavior: A meso, multi-level perspective (2008, methodology): “Our purpose here is not to provide an extensive critique and review of POB or the “positive movement” in general, as these have been presented in detail elsewhere (e.g., Bakker & Schaufeli, 2008; Fineman, 2006a,b; Roberts, 2006; Luthans, 2002; Seligman & Csikszentimihalyi, 2000).”
DOING GOOD, FEELING GOOD: EXAMINING THE ROLE OF ORGANIZATIONAL CITIZENSHIP BEHAVIORS IN CHANGING MOOD (2011, background): “Recent reviews and critiques of emotions research (see Fineman, 2006; Grandey, 2009) reiterate the idea that negative emotions are often neglected.”
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).”
Meta-Analysis of the Impact of Positive Psychological Capital on Employee Attitudes, Behaviors, and Performance. (2011, background): “Critics such as Fineman (2006) have voiced concern that positive organizational behavior only considers a strength based approach and potentially ignores the importance of a deficit-based approach.”