Journal of Business Ethics 6 (7):527-542 (1987)

Abstract
Who blows the whistle — a loner or a well-liked team player? Which of them is more likely to lead a successful opposition to perceived organizational wrongdoing? The potential influence of co-worker pressures to conform on whistle-blowing activity or the likely effects of whistle-blowing on the group have not been addressed. This paper presents a preliminary model of whistle-blowing as an act of nonconformity. One implication is that the success of an opposition will depend on the characteristics of the whistle-blower and how the complaint is pursued. Specific hypotheses and general suggestions for future research and practice are offered
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DOI 10.1007/BF00383744
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Informal Social Communication.Leon Festinger - 1950 - Psychological Review 57 (5):271-282.
Conformity, Status, and Idiosyncrasy Credit.E. P. Hollander - 1958 - Psychological Review 65 (2):117-127.

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