Mad as hell or scared stiff? The effects of value conflict and emotions on potential whistle-blowers
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 80 (1):111 - 119 (2008)
Existing whistle-blowing models rely on “cold” economic calculations and cost-benefit analyses to explain the judgments and actions of potential whistle-blowers. I argue that “hot” cognitions – value conflict and emotions – should be added to these models. I propose a model of the whistle-blowing decision process that highlights the reciprocal influence of “hot” and “cold” cognitions and advocate research that explores how value conflict and emotions inform reporting decisions. I draw on the cognitive appraisal approach to emotions and on the social-functional value pluralism model to generate propositions.
|Keywords||anger cognitive style dissent emotion ethics fear integrative complexity value conflict whistle-blowing|
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Chase E. Thiel, Zhanna Bagdasarov, Lauren Harkrider, James F. Johnson & Michael D. Mumford (2012). Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking. [REVIEW] Journal of Business Ethics 107 (1):49-64.
P. G. Cassematis & R. Wortley (2013). Prediction of Whistleblowing or Non-Reporting Observation: The Role of Personal and Situational Factors. [REVIEW] Journal of Business Ethics 117 (3):615-634.
James Hollings (2013). Let the Story Go: The Role of Emotion in the Decision-Making Process of the Reluctant, Vulnerable Witness or Whistle-Blower. [REVIEW] Journal of Business Ethics 114 (3):501-512.
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