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Effects of Positive Practices on Organizational Effectiveness

Cameron, Kim, Mora, Carlos, Leutscher, Trevor, Calarco, Margaret·2011·The Journal of Applied Behavioral Science
DOI 10.1177/0021886310395514
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Abstract

Emphasis on positivity in organizations in increasing, but the importance and credibility of a positive approach to change—exemplified by positive organizational scholarship—remains controversial. More empirical evidence is needed showing that positive practices in organizations produce desirable changes in organizational effectiveness. Two studies—one in financial services and one in the health care industry—are reported, which investigate the link between positive practices and indicators of organizational effectiveness. A positive practices instrument is developed, and evidence is found that positive practices do, in fact, predict organizational performance. More important, improvement in positive practices predicts improvements in certain indicators of effectiveness over time. The results are explained by the inherent amplifying, buffering, and heliotropic effects of positivity in human systems.

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Metadata

Authors
Cameron, K., Mora, C., Leutscher, T., & Calarco, M.
Venue
The Journal of Applied Behavioral Science
Publisher
SAGE Publications
Published
2011-01-26
Volume
47
Issue
3
Pages
266-308
ISSN
  • 0021-8863 (ISSN-L)
  • 1552-6879
DOI
10.1177/0021886310395514
OpenAlex
W2167436614
Cited by
314
References
19
FWCI
22.94
Type
journal article
Language
en
Open access
closed
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)

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