Organizational dissidence: The case of whistle-blowing [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 4 (1):1 - 16 (1985)
Research on whistle-blowing has been hampered by a lack of a sound theoretical base. In this paper, we draw upon existing theories of motivation and power relationships to propose a model of the whistle-blowing process. This model focuses on decisions made by organization members who believe they have evidence of organizational wrongdoing, and the reactions of organization authorities. Based on a review of the sparse empirical literature, we suggest variables that may affect both the members' decisions and the organization's responses.
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Citations of this work BETA
Jukka Varelius (2009). Is Whistle-Blowing Compatible with Employee Loyalty? Journal of Business Ethics 85 (2):263 - 275.
Julia Zhang, Randy Chiu & Liqun Wei (2009). Decision-Making Process of Internal Whistleblowing Behavior in China: Empirical Evidence and Implications. [REVIEW] Journal of Business Ethics 88 (1):25 - 41.
David Lewis (2011). Whistleblowing in a Changing Legal Climate: Is It Time to Revisit Our Approach to Trust and Loyalty at the Workplace? Business Ethics 20 (1):71-87.
Wim Vandekerckhove & Eva E. Tsahuridu (2010). Risky Rescues and the Duty to Blow the Whistle. Journal of Business Ethics 97 (3):365 - 380.
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.
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