Mary Ann Von Glinow

Ethical Ambivalence and Organizational Reward Systems

Ethical ambivalence is a form of sociological ambivalence in which (a) the behaviors, attitudes, and norms that are shaped and maintained by the organizational reward system conflict with (b) the behaviors, attitudes, and norms congruent with the ethical values and judgments of organizational stakeholders. For example, though stakeholders require honest, open reporting, stonewalling and falsification of data may be rewarded. Examples of norms and counternorms are developed, and action strategies for researchers and managers are recommended.

Ethical Standards Within Organizational behavior

The results of a study of the ethics of publishing and reviewing research indicated (1) substantial dissensus about whether standards exist; (2) vague or nonexistent mechanisms for communicating st...

High technology organizations: Context, organization and people☆

Abstract Firms in global high technology industries face key challenges. This paper presents an integrative framework that delineates aspects of their context, organization and human resources. It also identifies tensions within the firm that can only be resolved by increasing the capacity of the firm to deal with multiple and conflicting pressures. High technology firms muct be adept at resolving tensions and learning in a very fast paced and changing world.

Incentives for controlling the performance of high technology and professional employees

Many problems arise from potential incompatabilities between characteristics of high technology and professional employees and traditional organizational authority and control systems. These incompatibilities may lead to dysfunctional conflict between the role expectations of the professional and organizational requirements. Some organizations are attempting to deal with this conflict by designing evaluation and control systems which better reflect the expectations of these highly skilled employees. Sources of tension for the high technology professional are identified with attempts to illustrate how this tension may be lessened by aligning the professionals expectations with organizational goals. Recommendations are offered for differential incentives and rewards.

Attachment and withdrawal patterns of high technology workers

Abstract Employee attachment and withdrawal was examined for a sample of high technology electronics workers located in the Silicon Valley. The effects of current and future expectations were compared as predictors of job responses for high tech workers at different job tenure stages (newcomers, insiders, and long-term veterans). A survey based multivariate approach with in-depth interviews was used. Results portray a high turnover pattern for newcomers who want, but do not expect to receive promotional opportunities and enriched jobs. The effect of job longevity remains unresolved.