Positive Organizational Change: What the Field of Positive Organizational Scholarship Offers to Organization Development Practitioners

Kim Cameron, Jon Mcnaughtan

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review

1 Scopus citations

Abstract

Positive organizational change has emerged in the last decade as an attempt to rebalance organizational change research and to examine previously ignored relationships in the discipline of positive organizational scholarship (POS). Not all airlines handled the crisis following the September 11, 21 (9/11) terrorist attacks the same way and an analysis of the 10 airline companies' response to the tragedy uncovered an important finding. The airlines, such as the Southwest Airlines, that engaged in positive practices experienced significantly higher financial return than those that did not. This chapter describes the emerging field of POS and its connection to organization development (OD). The case of the airline industry following September 11, 21, provides an illustration of positively deviant organizational performance, a key focus of POS research. The chapter concludes with an overview of POS findings.

Original languageEnglish
Title of host publicationPracticing Organization Development
Subtitle of host publicationLeading Transformational Change: Fourth Edition
PublisherWiley-Blackwell
Pages338-347
Number of pages10
ISBN (Electronic)9781118947722
ISBN (Print)9781118947708
DOIs
StatePublished - Oct 26 2015

Keywords

  • 9/11 terrorist attacks
  • Organization development
  • POS framework
  • Positive organizational change
  • Positive organizational scholarship
  • Southwest Airlines

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