Description

In helping establish a new field of study in the organizational sciences, POS, this book examines a variety of positive dynamics in businesses and organizations that give rise to extraordinary outcomes. Positive Organizational Scholarship does not adopt one particular theory or framework, but encompasses any phenomenon that leads to positive, nurturing results. This collection of essays, written by established senior scholars, explains why and how these commonsense prescriptions work.

In helping establish a new field of study in the organizational sciences, POS, this book examines a variety of positive dynamics in businesses and organizations that give rise to extraordinary outcomes. Positive Organizational Scholarship does not adopt one particular theory or framework, but encompasses any phenomenon that leads to positive, nurturing results. This collection of essays, written by established senior scholars, explains why and how these commonsense prescriptions work.

About the Author
Kim S. Cameron is Professor of Organizational Behavior and Human Resource Management at the University of Michigan Business School and Professor of Higher Education in the School of Education at the University of Michigan. Professor Cameron has served as Dean and Albert J. Weatherhead Professor of Management in the Weatherhead School of Management at Case Western Reserve University, as Associate Dean and Ford Motor Co./Richard E. Cook Professor in the Marriott School of Management at Brigham Young University, and as a department chair and director of several executive education programs at the University of Michigan. He also served on the faculties of the University of Wisconsin-Madison and Ricks College. He organized and directed the Organizational Studies Division of the National Center for Higher Education Management Systems in Boulder, Colorado.

Dr. Cameron currently consults with a variety of business, government, and educational organizations in North America, South America, Asia, Africa, and Europe.

Jane E. Dutton is the William Russell Kelly Professor of Business Administration and Professor of Psychology at the University of Michigan. Dutton' s research follows two distinct paths. First, she studies strategy formulation processes and strategic change. Her research tests how interpretations of strategic issues shape patterns of strategic adaptation and on how organizational identity and image shape strategic action. The second research path looks at how compassion and caring affect individuals in work organizations and the firm as a whole. The work on compassion is described at the research team's website Compassionlab.com. This work is part of an effort to develop a research domain called Positive Organizational Scholarship that is dedicated to understanding how work organizations contribute to the development of human strengths and virtues.

Jane's work has appeared in the Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Harvard Business Review, Journal of Management Studies, Organization Science, Management Science, and Strategic Management Journal. She co-edited the JAI Press Series on Advances in Strategic Management from 1991-1997 and was Associate Editor of AMJ from 1991-1993. Her papers have won both the Academy of Management Journal Best Paper Award and the Administrative Science Quarterly Award for Scholarly Achievement. She is a Fellow of the Academy of Management and in 2001, was named the Organization and Management Theory Distinguished Scholar. In 2001, she was awarded the Senior Scholar Award by the University of Michigan Business School.

Robert E. Quinn, coauthor of the Competing Values framework, has invested more than 25 years in work with top executives around the world on issues of organizational transformation and change. He has consulted with nearly 100 of the Fortune 500 and ranks as one of the most thoughtful and stimulating speakers on management today. Quinn focuses his research, teaching and practice on unleashing human potential. He specifically addresses topics such as leadership, vision and the transformation of people, groups and organizations. Quinn holds the Margaret Elliott Tracy Collegiate Professorship of Organizational Behavior and Human Resource Management at the University of Michigan Business School. He designs and teaches courses in the MBA program and at the Executive Education Center, where he has established a reputation for creative and provocative instructional methods. Quinn is author of Letters to Garrett: Stories of Change, Power and Possibility, Change the World: How Ordinary People Can Accomplish Extraordinary Results and Deep Change: Discovering the Leader Within, acclaimed by leaders worldwide for its call to reflection and transformation. He currently serves as consulting editor of the University of Michigan Business School Management Series published by Jossey-Bass.