A Study of Deviance as a Retaliatory Response to Organizational Power

In a time when ethical scandals are commonplace in the media, one begins to wonder just what organizations are doing wrong. This article analyzes the Fall 2006 boardroom spying scandal at Hewlett–Packard to determine whether the workplace deviance observed can be linked to a retaliatory response to...

Full description

Saved in:  
Bibliographic Details
Main Author: Sims, Randi L. (Author)
Format: Electronic Article
Language:English
Check availability: HBZ Gateway
Journals Online & Print:
Drawer...
Fernleihe:Fernleihe für die Fachinformationsdienste
Published: Springer Science + Business Media B. V 2010
In: Journal of business ethics
Year: 2010, Volume: 92, Issue: 4, Pages: 553-563
Further subjects:B Retaliation
B spying scandal
B Organizational deviance
B Hewlett–Packard
Online Access: Volltext (JSTOR)
Volltext (lizenzpflichtig)
Description
Summary:In a time when ethical scandals are commonplace in the media, one begins to wonder just what organizations are doing wrong. This article analyzes the Fall 2006 boardroom spying scandal at Hewlett–Packard to determine whether the workplace deviance observed can be linked to a retaliatory response to organizational power. A summary of the events leading up to, during, and the fall-out of the scandal is reported.
ISSN:1573-0697
Contains:Enthalten in: Journal of business ethics
Persistent identifiers:DOI: 10.1007/s10551-009-0172-3