Abstract
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.
| Original language | American English |
|---|---|
| Pages (from-to) | 553-563 |
| Number of pages | 11 |
| Journal | Journal of Business Ethics |
| Volume | 92 |
| Issue number | 4 |
| DOIs | |
| State | Published - Apr 2010 |
| Externally published | Yes |
ASJC Scopus Subject Areas
- Business and International Management
- General Business,Management and Accounting
- Arts and Humanities (miscellaneous)
- Economics and Econometrics
- Law
Keywords
- Hewlett–Packard organizational deviance retaliation spying scandal
- Retaliation
- Hewlett-Packard
- Organizational deviance
- Spying scandal
Disciplines
- Business
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