Ethical Ambivalence and Organizational Reward Systems

References

• Argyris C. , Schön D. A. ( 1978) Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley. Google Scholar
• Barber B. ( 1952) Science and the social order. New York: Collier. Google Scholar
• Bennis W. ( 1980, September) The cult of candor. The Atlantic Monthly, pp. 89- 91. Google Scholar
• Berenson C. ( 1972) The product liability revolution. Business Horizons. 15( 5), 71- 80. Google Scholar
• Bok S. ( 1979) Lying: Moral choice in public and private life. New York: Vintage Books. Google Scholar
• Bok S. ( 1983) Secrets: On the ethics of commitment and revelation. New York: Vintage Books. Google Scholar
• Cummings T. G. ( 1981) Designing effective work groups. In Nystrom P. C.Starbuck W. H. (Eds.), Handbook of organizational design (pp. 250- 272). New York: Oxford University Press. Google Scholar
• Dickson D. ( 1984) The new politics of science. New York: Pantheon Books. Google Scholar
• Garrett T. ( 1966) Business ethics. Englewood Cliffs, NJ: Prentice-Hall. Google Scholar
• Gray M. , Rosen I. ( 1982) The warning. New York: Norton. Google Scholar
• Hall D. ( 1984, July 25) Torrance tails workers— And cleans house. Torrance Daily Breeze, pp. Bl, B7. Google Scholar
• Hays R. H. , Abernathy W. J. ( 1980) Managing our way to economic decline. Harvard Business Review, 58( 4), 67- 77. Google Scholar
• Heilbronner R. L. ( 1972) In the name of profit. New York: Doubleday. Google Scholar
• Jansen E. ( 1983) Turning around plant 10 (A) (a research case on the Lockheed California Company's L-1011 TriStar program). Unpublished paper, available from the author. Google Scholar
• Janis I. L. ( 1972) Victims of groupthink. Boston: Houghton-Mifflin. Google Scholar
• Jones W. T.Sontag F.Beckner M. O.Fogelin R.J. (Eds.). ( 1977) Approaches to ethics. New York: McGraw-Hill. Google Scholar
• Katz D. , Kahn R. L. ( 1978) The social psychology of organizations. New York: Wiley. Google Scholar
• Kerr S. ( 1975) On the folly of rewarding A while hoping for B. Academy of Management Journal, 18, 769- 783.Link , Google Scholar
• Kerr S. , Slocum J. W. ( 1981) Controlling the performance of people in organizations. In Nystrom P. C.Starbuck W. H. (Eds.), Handbook of organizational design (pp. 116- 134). New York: Oxford University Press. Google Scholar
• Kerr S. , Von Glinow M. A. , Schriesheim C. ( 1977) Issues in the study of professionals in organizations: The case of scientists and engineers. Organizational Behavior and Human Peiformance, 18, 329- 345. Google Scholar
• Kilmann R. H. ( 1984) Five steps to culture change: Vultures vs. beavers. New Management, 2( 1), 20- 21. Google Scholar
• Laszlo E. ( 1972) Introduction to systems philosophy. New York: Harper & Row. Google Scholar
• Lawler E. E. , Rhode J.G. ( 1976) Information and control in organizations. Glenview, IL: Scott, Foresman. Google Scholar
• Lewin K. ( 1951) Field theory in social science. New York: Harper. Google Scholar
• Magnusson D.Endler N. S. (Eds.). ( 1977) Personality at the crossroads: Current issues in interactional psychology. Hillsdale, NJ: Erlbaum. Google Scholar
• Mason R. O. , Mitroff I.I. ( 1981) Challenging strategic planning assumptions: Theory, cases, and techniques. New York: Wiley. Google Scholar
• Merton R. K. ( 1957) Priorities in scientific discovery. American Sociological Review, 22, 635- 659. Google Scholar
• Merton R. K. ( 1963) The ambivalence of scientists. Bulletin of the Johns Hopkins Hospital, 112( 2), 77- 97. Google Scholar
• Merton R. K. ( 1976) Sociological ambivalence and other essays. New York: Free Press. Google Scholar
• Merton R. , Barber E. ( 1963) Sociological ambivalence. In , Tiryalcian E. A. (Ed.), Sociological theory, values, and sociocultural change (pp. 91- 120). New York: Free Press of Glencoe. Google Scholar
• Mills E. W. ( 1983) Sociological ambivalence and social order: The constructive uses of normative dissonance. Sociology and Social Research, 67, 279- 287. Google Scholar
• Mitroff I. ( 1974) Norms and counternorms in a select group of the Apollo moon scientists: A case study of the ambivalence of scientists. American Sociological Review, 39, 579- 595. Google Scholar
• Mitroff I. , Kilmann R. H. ( 1978) Methodological approaches to social science. San Francisco: Jossey-Bass. Google Scholar
• Nader R. , Petkas P. , Blackwell K. ( 1972) Whistle blowing. New York: Grossman. Google Scholar
• O'Day R. ( 1974) Intimidation rituals: Reactions to reform. Journal of Applied Behavioral Science, 10, 373- 386. Google Scholar
• Pastin M. , Hooker M. ( 1980) Ethics and the foreign corrupt practices act. Business Horizons, 23( 6). 43- 47. Google Scholar
• Polanyi M. ( 1958) Personal knowledge: Towards a post-critical philosophy. New York: Harper & Row. Google Scholar
• Scheff T. ( 1961) Control over policy by attendants in a mental hospital. Journal of Health and Human Behavior, 2, 93- 105. Google Scholar
• Sethia N. , Von Glinow M. A. ( 1985) Arriving at four cultures by managing the reward system. In Kilmann R. H. & Associates (Eds.), Gaining control of the corporate culture (pp. 400- 420). San Francisco: Jossey-Bass. Google Scholar
• Snoeyenbos M. , Almeder R. , Humber J. ( 1983) Business ethics. Buffalo, NY: Prometheus Books. Google Scholar
• Storer N. W. ( 1966) The social system of science, New York: Holt, Rinehart & Winston. Google Scholar
• Vandevier K. ( 1978) The aircraft brake scandal: A cautionary tale in which the moral is unpleasant. In Athos A. G.Babarro J. J. (Eds.), Interpersonal behavior: Communication and understanding relationships (pp. 529- 540). Englewood Cliffs, NJ: Prentice-Hall. Google Scholar
• Walters J. A. ( 1978) Catch 20.5: Corporate morality as an organizational phenomenon. Organizational Dynamics, 6( 1), 3- 19. Google Scholar