Book contents
- Next-Generation Ethics
- Next-Generation Ethics
- Copyright page
- Contents
- Contributors
- Acknowledgment
- 1 Next-Generation Ethics
- 2 Ethical Distinctions for Building Your Ethical Code
- Part I Technology
- Part II Business Enterprises
- 9 Next-Generation Business Ethics: The Impact of Artificial Intelligence
- 10 Big Data Privacy, Ethics, and Enterprise Continuous Monitoring Systems
- 11 How Management Theories and Culture Fads Kill Organizational Ethics
- 12 How Next-Generation Teams and Teaming May Affect the Ethics of Working in Teams
- 13 Transparency: The What, Why, and How of Organizational Effectiveness and Ethics
- 14 Global Engagement by Leaders Is a Moral Imperative: Building the Next Generation of Ethical Corporate Cultures
- Part III Engineering
- Part IV Society
- Index
- References
12 - How Next-Generation Teams and Teaming May Affect the Ethics of Working in Teams
from Part II - Business Enterprises
Published online by Cambridge University Press: 18 October 2019
- Next-Generation Ethics
- Next-Generation Ethics
- Copyright page
- Contents
- Contributors
- Acknowledgment
- 1 Next-Generation Ethics
- 2 Ethical Distinctions for Building Your Ethical Code
- Part I Technology
- Part II Business Enterprises
- 9 Next-Generation Business Ethics: The Impact of Artificial Intelligence
- 10 Big Data Privacy, Ethics, and Enterprise Continuous Monitoring Systems
- 11 How Management Theories and Culture Fads Kill Organizational Ethics
- 12 How Next-Generation Teams and Teaming May Affect the Ethics of Working in Teams
- 13 Transparency: The What, Why, and How of Organizational Effectiveness and Ethics
- 14 Global Engagement by Leaders Is a Moral Imperative: Building the Next Generation of Ethical Corporate Cultures
- Part III Engineering
- Part IV Society
- Index
- References
Summary
The way people work in teams is changing. The changes are affecting what work teams look like and how those teams function. In years past people worked for the same organizations for many years, perhaps even their whole careers (see Sullivan, 1999 for review). Because their colleagues also stayed in the same organizations for many years, they were likely to work on teams that had relatively stable memberships. This has changed. People now switch employers more frequently and they change roles within organizations more often (Miles & Snow, 1996; Rousseau & Wade-Benzoni, 1995). They are also more likely to work as independent contractors rather than as employees of the company and seek to develop a “boundaryless career” defined as “a sequence of job opportunities that go beyond the boundaries of a single employment setting” (DeFillippi & Arthur, 1996, p. 116).
- Type
- Chapter
- Information
- Next-Generation EthicsEngineering a Better Society, pp. 158 - 181Publisher: Cambridge University PressPrint publication year: 2019