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  1. Marcia P. Miceli, Janet P. Near & Terry Morehead Dworkin (2009). A Word to the Wise: How Managers and Policy-Makers Can Encourage Employees to Report Wrongdoing. [REVIEW] Journal of Business Ethics 86 (3):379 - 396.
    When successful and ethical managers are alerted to possible organizational wrongdoing, they take corrective action before the problems become crises. However, recent research [e. g., Rynes et al. (2007, Academy of Management Journal 50(5), 987-1008)] indi cates that many organizations fail to implement evidence-based practices (i. e., practices that are consistent with research findings), in many aspects of human resource management. In this paper, we draw from years of research on whistle-blowing by social scientists and legal scholars and offer concrete (...)
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  2. Janet P. Near & Terry Morehead Dworkin (1998). Responses to Legislative Changes: Corporate Whistleblowing Policies. [REVIEW] Journal of Business Ethics 17 (14):1551 - 1561.
    Survey responses from Fortune 1000 firms were examined to assess whether firms changed their whistleblowing policies to response to changes in state statutes concerning whistleblowing. We predicted that firms might have created internal channels for whistleblowing in response to new legislation that increased their vulnerability to whistleblowing claims by employees. In fact, very few firms indicated that they had created their policies in responses to legal changes.
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  3. Terry Morehead Dworkin & Janet P. Near (1997). A Better Statutory Approach to Whistle-Blowing. Business Ethics Quarterly 7 (1):1-16.
    Statutory approaches toward whistle-blowing currently appear to be based on the assumption that most observers of wrongdoing willreport it unless deterred from doing so by fear of retaliation. Yet our review of research from studies of whistle-blowing behavior suggests that this assumption is unwarranted. We propose that an alternative legislative approach would prove more successful in encouraging valid whistle-blowing and describe a model for such legislation that would increase self-monitoring of ethical behavior by organizations, with obvious benefits to society at (...)
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  4. Brian K. Burton & Janet P. Near (1995). Estimating the Incidence of Wrongdoing and Whistle-Blowing: Results of a Study Using Randomized Response Technique. [REVIEW] Journal of Business Ethics 14 (1):17 - 30.
    Student cheating and reporting of that cheating represents one form of organizational wrong-doing and subsequent whistle-blowing, in the context of an academic organization. Previous research has been hampered by a lack of information concerning the validity of survey responses estimating the incidence of organizational wrongdoing and whistle-blowing. An innovative method, the Randomized Response Technique (RRT), was used here to assess the validity of reported incidences of wrongdoing and whistle-blowing. Surprisingly, our findings show that estimates of these incidences did not vary (...)
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  5. Janet P. Near & Marcia P. Miceli (1985). Organizational Dissidence: The Case of Whistle-Blowing. [REVIEW] Journal of Business Ethics 4 (1):1 - 16.
    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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