Journal of
Marketing Development and Competitiveness






Scholar Gateway


Abstracts prior to volume 5(1) have been archived!

Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106)



JOURNAL OF ORGANIZATIONAL PSYCHOLOGY

The Use of Psychological Capital, Humility, and Discrepancy Theory as Inputs
for Strategy and Sociotechnical Systems: Phase One of an Action
Research Case Study


Author(s): Lachlan R. Whatley

Citation: Lachlan R. Whatley, (2012) "The Use of Psychological Capital, Humility, and Discrepancy Theory as Inputs for Strategy and Sociotechnical Systems: Phase One of an Action Research Case Studytrument," Journal of Organizational Psychology, Vol. 12, Iss. 3/4, pp. 99 - 114

Article Type: Research paper

Publisher: North American Business Press

Abstract:

This Action Research, Phase I, case study describes one of the first efforts to use Psychological Capital
and Humility surveys in a Top Management Team (TMT) to assess an appropriate intervention method
for making changes to an organization’s strategic direction. These surveys, together with Discrepancy
Theory, led to a superior understanding of the dynamics within the TMT and the importance of context,
thus greatly aiding further investigations of learning within the organization. This journey led to an ideal
environment for considering the organization’s future strategy and Sociotechnical Systems, and for
understanding how to aid in the development of the individuals.