This chapter explains organizational accountability in context of a revolutionary change by the emotional capability of an organization and the ethical orientation of its top executives. Four situations lead to four propositions accounting for the level and durability of an organization's accountability. This chapter fills a gap in the literature by articulating two antecedents of organizational accountability, underlines the relevance of organizational ethics, and extends the realm of emotion management to strategic organizational outcomes.
Durand, R. and Huy, Q. (2008), "Chapter 14 Practical wisdom and emotional capability as antecedents of organizational accountability in revolutionary change processes", Zerbe, W.J., Härtel, C.E.J. and Ashkanasy, N.M. (Ed.) Emotions, Ethics and Decision-Making (Research on Emotion in Organizations, Vol. 4), Emerald Group Publishing Limited, Bingley, pp. 311-332. https://doi.org/10.1016/S1746-9791(08)04014-5Download as .RIS
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