- John Paul Stephens
- Emily D. Heaphy
- Jane E. Dutton
The Oxford Handbook of Positive Organizational Scholarship, pp. 385-399, August 2011
High quality connections (HQCs) are short-term, dyadic, interactions that are positive in terms of the subjective experience of the connected individuals and the structural features of the connection. While previous research has shown that HQCs are associated with individual and organizational outcomes, we advance theory by identifying cognitive, emotional, behavioral mechanisms and aspects of the context that build and strengthen HQCs in organizations. We discuss the implications of uncovering these mechanisms for understanding relational processes such as relational formation and relational resilience, relational theories such as exchange theory, how these mechanisms are shaped by the organizational context, and the implications for individual agency in connecting. We close the chapter with directions for selecting methods and future research designs that will enhance our understanding of the development and impact of HQCs at work.