Organisational Energy as the Engine of Success: Managing Energy Effectively with Strategic HR Development

  • Heike Bruch
  • Justus Julius Kunz
Part of the Management for Professionals book series (MANAGPROF)


The authors of the preceding chapters have outlined the major factors for success in strategic HR development. We will conclude with a new and innovative look at HR development. This final chapter will look at how cutting-edge HR development can benefit substantially from considering the phenomenon of organisational energy.


Energy Management Leadership Style Energy Trap Mobilisation Strategy Organisational Energy 
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Further Reading

  1. Bruch, H., & Ghoshal, S. (2003a). Going beyond motivation to the power of volition. MIT Sloan Management Review, 42, 51–57.Google Scholar
  2. Bruch, H., & Ghoshal, S. (2003b). Unleashing organisational energy. Sloan Management Review, 44, 45–51.Google Scholar
  3. Bruch, H., & Ghoshal, S. (2004). The bold, decisive manager: cultivating a company of action-takers. Ivey Business Journal, 68, 1–6.Google Scholar
  4. Bruch, H., Shamir, B., & Cole, M. (2005). Promotion-oriented leadership and prevention-oriented leadership: Two ways of influencing follower motivation. Paper presented at the Academy of Management Meeting, Honolulu/HI.Google Scholar
  5. Bruch, H., & Vogel, B. (2005). Organisationale Energie – Wie Sie das Potential Ihres Unternehmens ausschöpfen. Wiesbaden: Gabler.Google Scholar
  6. Senge, P. (1990). The fifth discipline: The art and practice of the learning organisation. New York: Doubleday/Currency.Google Scholar
  7. Sull, D. N. (2005). Why good companies go bad and how great managers remake them. Boston: Harvard Business School Press.Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2013

Authors and Affiliations

  1. 1.University of St. GallSt. GallenSwitzerland

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