Abstract

The focus of this article is on the political nature of whistleblowing. It argues that reprisals by management, rather than silencing the whistleblower, result in the transformation and politicisation of the individual. The process that leads to the transformation of a loyal employee into a political activist is considered through analysing the experiences of a whistleblower in the sphere of financial regulation in South Africa. The article investigates the effect of retaliation by the employer on the employee‐organisational relationship. It looks in particular at the nature of the power struggle between the whistleblower and management and suggests explanations why organisations tend to respond in such a harsh fashion to whistleblowing. It concludes that the act of whistleblowing not only displays an expressive dimension, but also a political instrumental dimension that is often neglected in literature on whistleblowing