Emotions and Organizational Dynamism, Volume 6 by Wilfred J. Zerbe

By Wilfred J. Zerbe

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Sample text

Manager D) As Manager D recalls, the outcome of this comparison resulted in the emergence of the emotion of envy toward the CV1 initiative’s team members. The CV1 initiative’s team members became the object of envy, as they were perceived to violate the existing organizational justice perceptions on the distribution of income and remuneration rewards (Adams, 1963). It is evident that perceptions of equity and equality within a corporation are shaped on the basis of corporate policies regarding income distribution within the organization.

By early 2000, the new corporate ‘‘strategy for the Internet age’’3 was announced, placing Internet at the core of the corporation’s interest. However, in 2001 the market value of the CV1 initiative’s venture portfolio declined significantly, resulting at a net loss of d145 million. Since the mid2000, Corporation ALHA’s management team started to consider an IPO for the CV1 initiative involving external investors. In early 2001, the initiative was spun out, as ‘‘it had reached a stage where its size and investment capacity exceeded [Corporation ALPHA’s] strategic needs’’4.

However, in 2001 the market value of the CV1 initiative’s venture portfolio declined significantly, resulting at a net loss of d145 million. Since the mid2000, Corporation ALHA’s management team started to consider an IPO for the CV1 initiative involving external investors. In early 2001, the initiative was spun out, as ‘‘it had reached a stage where its size and investment capacity exceeded [Corporation ALPHA’s] strategic needs’’4. Previously, the CFO, the CV1 initiative’s main political supporter, had resigned.

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