The Employee-Organization Relationship And Ethics: When It Comes To Ethical Behavior, Who Is The Organization And Why Does It Matter?

Indeed, promoting teamwork has become a national obsession in both the public and private sectors. Teams are assigned to tasks ranging from those with life-and-death stakes at play to those with decisions a ecting thousands of people. Teams are composed and (over) applied at ever increasing rates in organizations. In settings as varied as hospitals (e.g., surgical and emergency teams), corporate boardrooms (e.g., top management teams), airlines (e.g., ight teams), oil rigs (e.g., off -shore and on-shore teams), military operations (e.g., reconstruction teams), and nancial entrepreneurs (e.g., research analysts), teams are an overarching mechanism underlying organizational e ectiveness. Teams are the agents that work to minimize errors, save lives, and improve livelihoods, and we will argue that the EOR is at the center of this. at is, teams are embedded in organizations and, therefore, in uenced by what organizations value and promote. At the end of the day, it is the EOR that will make or break teamwork. Note that by the EOR we mean a form of intraorganizational relationship that is perceptual in nature. We are not speci cally envisioning a more formal or contractual relationship. However, we do acknowledge that some organizations do formally implement team-based projects and/or management. As such, there may be a distal connection to a more formal type of EOR