ORGANIZATIONAL HEALING: LIVED VIRTUOUSNESS AMIDST ORGANIZATIONAL CRISIS

Edward H. Powley and Kim S. Cameron
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Edward H. Powley: Naval Postgraduate School, USA
Kim S. Cameron: University of Michigan, USA

Chapter 2 in The Virtuous Organization:Insights from Some of the World's Leading Management Thinkers, 2008, pp 21-44 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThis chapter examines how organizations heal after major trauma. The authors introduce the concept of organizational healing and differentiate it from resilience, adaptation, and hardiness. Healing refers to the actual work of repairing and mending the collective social fabric of an organization after experiencing a threat or shock to its system. Using a qualitative research method, the chapter uncovers four themes of organizational healing that reflect an organization's capacity for virtuousness: reinforcing the priority of the individual, fostering high quality connections, strengthening a family culture, and initiating ceremonies and rituals. These themes emerged from narrative accounts of the shooting incident in a Midwestern university.

Keywords: Virtues; Positive Psychology; Positive Organizational Scholarship; Ethical Decision-Making; Virtuous Management and Leadership; Virtuous Organizations; Values; Social Issues in Management; Spirituality and Work; Corporate Citizenship (search for similar items in EconPapers)
Date: 2008
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