Paradox in Positive Organizational Change
dc.contributor.author | Cameron, Kim S. | |
dc.date.accessioned | 2011-03-15T21:06:11Z | |
dc.date.accessioned | 2011-03-15T21:06:11Z | |
dc.date.available | 2011-03-15T21:06:11Z | en_US |
dc.date.issued | 2008-03 | |
dc.identifier.citation | Journalk of Applied Behavioral Science, 44: 7-24 <http://hdl.handle.net/2027.42/83260> | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/83260 | |
dc.description.abstract | Positive organizational change is a paradox. On the one hand, natural human inclinations toward the positive and heliotropic tendencies foster a proclivity toward positive change in human systems. On the other hand, human beings react more strongly to negative than to positive stimuli, so the presence of negative events overshadows positive events. Paradoxically, both tendencies—toward the positive and in response to the negative—are important enablers of positive change, but because the negative usually dominates, positive factors have to be given extra emphasis in order for positive change to occur. The concept of “positive” has created a great deal of controversy and confusion in organizational studies, spawning critics as well as promoters. The major connotations of this concept in organizational scholarship are clarified and a way to reconcile the paradox of positive change is proposed. New investigations of positive organizational change are introduced which address various aspects of the positive change paradox. | en_US |
dc.language.iso | en_US | en_US |
dc.publisher | NTL Institute - Sage | en_US |
dc.subject | Paradox | en_US |
dc.subject | Organizational Change | en_US |
dc.subject | Positivity | en_US |
dc.subject | Positive Organizational Scholarship | en_US |
dc.title | Paradox in Positive Organizational Change | en_US |
dc.type | Article | en_US |
dc.subject.hlbsecondlevel | Economics | en_US |
dc.subject.hlbtoplevel | Business | en_US |
dc.description.peerreviewed | Peer Reviewed | en_US |
dc.contributor.affiliationum | Ross School of Business | en_US |
dc.contributor.affiliationumcampus | Ann Arbor | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/83260/1/JABS - Paradox in Positive Organizational Change.pdf | |
dc.identifier.source | Journal of Applied Behavioral Science | en_US |
dc.owningcollname | Business, Stephen M. Ross School of |
Files in this item
Remediation of Harmful Language
The University of Michigan Library aims to describe library materials in a way that respects the people and communities who create, use, and are represented in our collections. Report harmful or offensive language in catalog records, finding aids, or elsewhere in our collections anonymously through our metadata feedback form. More information at Remediation of Harmful Language.
Accessibility
If you are unable to use this file in its current format, please select the Contact Us link and we can modify it to make it more accessible to you.