David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 17 (12):1281-1298 (1998)
We conduct quantitative and qualitative analysis of 33 cases of internal and external whistleblowers wrongfully fired for reporting wrongdoing. Our results show external whistleblowers have less tenure with the organization, greater evidence of wrongdoing, and they tend to be more effective in changing organizational practices. External whistleblowers also experience more extensive retaliation than internal whistleblowers, and patterns of retaliation by management against the whistleblower vary depending on whether the whistleblower reports internally or externally. We discuss implications for organizations and whistleblowers, and we conclude that researchers need to develop different theoretical explanations of internal and external whistleblowing processes.
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Heungsik Park, John Blenkinsopp, M. Kemal Oktem & Ugur Omurgonulsen (2008). Cultural Orientation and Attitudes Toward Different Forms of Whistleblowing: A Comparison of South Korea, Turkey, and the U.K. [REVIEW] Journal of Business Ethics 82 (4):929 - 939.
Abraham Mansbach (2007). Political Surplus of Whistleblowing: A Case Study. Business Ethics 16 (2):124–131.
Heungsik Park & John Blenkinsopp (2009). Whistleblowing as Planned Behavior – a Survey of South Korean Police Officers. Journal of Business Ethics 85 (4):545 - 556.
Amy J. Fredin (2011). The Effects of Anticipated Regret on the Whistleblowing Decision. Ethics and Behavior 21 (5):404 - 427.
Jason M. Stansbury & Bart Victor (2009). Whistle-Blowing Among Young Employees: A Life-Course Perspective. [REVIEW] Journal of Business Ethics 85 (3):281 - 299.
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