Reporting versus inaction: How much is there, what explains the differences and what to measure

Olsen, Jane

doi:10.4337/9781781006795.00016

Cited by 13 publications

(10 citation statements)

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“…A contrasting finding here, however, is how the interview subjects in this study, while displaying lacking notification knowledge, simultaneously identified several perceived arenas for notification, e.g., their immediate supervisor, the Human Resource Director and their Labor Union representative. Traditionally that symbolizes an open, transparent and including workplace environment [45].…”

Section: Discussionmentioning

confidence: 99%

Whistleblowing in Norwegian Municipalities—Can Offers of Reward Influence Employees’ Willingness and Motivation to Report Wrongdoings?

2020

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This organizational study aims to explore whistleblowing in Norwegian Municipalities. The purpose is to explore whether employees perceive that their workplace has a well-functioning reporting system, to investigate what kind of rewards, if any, the employees considered most desirable, and to map, if any, the relationship between all types of compensation and the willingness to notify within one’s own organization. This study reports on 2018 interview data from a medium-sized Norwegian municipality. The main findings indicated that the municipally exhibits little perceived every-day focus on fighting corruption and that the employees have limited knowledge of the systems and routines available to them. Further, results showed that multiple factors influenced the employee’s willingness to report and receive compensation. Especially was increased management recognition and a more clearly formalized reporting processes perceived as important motivation factors. This study contributes to organization and leadership studies and identifies problem areas, possibly helping managers and organizers focus further on the importance of anti-corruption work and whistleblowing processes within organizations. Further studies are recommended to increase the field of knowledge related to employees’ willingness and motivation to notify when they witness workplace corruption.

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Section: Discussionmentioning

confidence: 99%

Whistleblowing in Norwegian Municipalities—Can Offers of Reward Influence Employees’ Willingness and Motivation to Report Wrongdoings?

2020

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“…We designed this scenario to capture the essence of each construct. A hypothetical scenario is the most common form of whistleblowing survey research, and explains customers’ self-reported actions in response to observed wrongdoing in certain situations (Olsen 2014 ). A hypothetical scenario approach was chosen because it is difficult to directly measure observation of wrongdoing in the workplace.…”

Section: Methodsmentioning

confidence: 99%

Social Media as a Form of Virtual Whistleblowing: Empirical Evidence for Elements of the Diamond Model

Latan¹,

Jabbour

2020

J Bus Ethics

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This article originally advances the field of organizational whistleblowing by empirically investigating the suitability of the four elements of the fraud diamond as a means to understand the intention to disclose wrongdoing through virtual channels. This article also makes a contribution on the theme of whistleblowing as it relates to customers, an under-studied, however, relevant stakeholder in this field. The main findings of the article are as follows: (a) the four elements of the fraud diamond as they relate to whistleblowing—a combination of pressure, financial incentive, opportunity and rationalization, and capability—can explain the intentions behind customer reports of wrongdoing; (b) online social media channels are customers’ preferred means of whistleblowing; (c) the elements of opportunity and capability are strongly correlated with the use of social media as a method of disclosing wrongdoing; and (d) virtual channels can be useful for whistleblowers in order to avoid potential retaliation. Unique managerial and academic implications of these research findings are also discussed, extending the layers of knowledge on whistleblowing in organizations.

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“…Existing sovereign-level whistleblowing scholarship includes the role of impartiality, the importance of concept clarity (Lewis, Brown, & Moberly, 2014; Vandekerckhove, Brown, & Tsahuridu, 2014), and how whistleblowing policies affect outcomes (Olsen, 2014; Peffer et al, 2015). Scholars have discussed how anti-reprisal rules may discourage retaliation (Miceli & Near, 2013; Miceli, Near, & Dworkin, 2008; Near & Miceli, 2008; Smith, 2014) and how judicial mechanisms influence employee protection (Kohn, 2011).…”

Section: Background Literature Descriptive Frameworkmentioning

confidence: 99%

Challenges Confronting Whistleblowing and the International Civil Servant

Moloney

Bowman

West

2018

Review of Public Personnel Administration

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More than 800 international governmental organizations employ thousands of civil servants. Whistleblowers in them confront problems that are both common and uncommon compared with their nation-state counterparts. Drawing upon the relevant literature, as well as stakeholder interview data, a research framework is developed identifying whistle-blower challenges. These dilemmas focus on loyalty, impartiality, and immunity, as well as the desire to hold organizations accountable in a governance system lacking in sufficient checks and balances. In addition, significant hurdles confronting whistleblowers include definitions and policies, retaliation and restitution concerns, visa and short-contract constraints, and a resource gap along with judicial composition issues. Future research is needed because international public servants play a significant role in ensuring a transparent and accountable global system.

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Reporting versus inaction: How much is there, what explains the differences and what to measure

Cited by 13 publications

References 0 publications

Whistleblowing in Norwegian Municipalities—Can Offers of Reward Influence Employees’ Willingness and Motivation to Report Wrongdoings?

Whistleblowing in Norwegian Municipalities—Can Offers of Reward Influence Employees’ Willingness and Motivation to Report Wrongdoings?

Social Media as a Form of Virtual Whistleblowing: Empirical Evidence for Elements of the Diamond Model

Challenges Confronting Whistleblowing and the International Civil Servant

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