Whistleblowing is a controversial yet socially significant topic of interest due to its impact on employees, organizations, and society at large. The purpose of this paper is to integrate knowledge of whistleblowing with theoretical advancements in the broader domain of business ethics to propose a novel approach to research and practice engaged in this complex phenomenon. The paper offers a conceptual framework, i.e., the wheel of whistleblowing, that is developed to portray the different features of whistleblowing by applying the whistleblower's perspective. The framework is based on five ''W'' questions: Who, What, hoW, Why, and to Whom? The answers to the proposed questions clarify the main aspects of whistleblowing, provide insights into existing studies of the subject, and identify relevant gaps in the literature which, in turn, offer opportunities for future research.

The paper examines the construct of ethical leadership. Ethical leaders think about long-term consequences, drawbacks and benefits of the decisions they make in the organization. They are humble, concerned for the greater good, strive for fairness, take responsibility and show respect for each individual. Ethical leaders set high ethical standards and act in accordance with them. They influence ethical values of the organization through their behaviour. Leaders serve as role models for their followers and show them the behavioural boundaries set within an organization. They are perceived as honest, trustworthy, courageous and demonstrating integrity. The more the leader “walks the talk”, by translating internalized values into action, the higher level of trust and respect he generates from followers.

Purpose Drawing on role theory, the purpose of this paper is to investigate a curvilinear relationship between employee’s perceived overall time pressure and creativity. Apart from this, it explores a three-way interaction of perceived time pressure, satisfaction with work-family balance (SWFB), and leader-member exchange (LMX) on creativity. Design/methodology/approach The paper reports a quantitative study of 251 employees from a European company. An online survey was used to collect data. The proposed hypotheses were tested using moderated hierarchical regression analysis. Findings Results demonstrate a U-shaped curvilinear relationship between perceived time pressure and creativity. Results further confirm the proposed three-way interaction of perceived time pressure, SWFB, and LMX as joint predictors of creativity. Research limitations/implications The cross-sectional research design limits the ability to demonstrate causality. Moreover, the data were collected from a single source causing concern for common method bias. Nonetheless, recent research suggests that common method bias cannot create an artificial interaction effect. Originality/value This study is one of the rare attempts to examine a curvilinear relationship between perceived time pressure and creativity. Moreover, it contributes to the work-family literature by providing the first empirical examination of the linkage between SWFB and creativity. Furthermore, the authors find a three-way interaction between time pressure, SWFB and LMX, and creativity. These findings broaden our understanding of how personal and contextual factors interact to foster creativity.

The paper investigates the ethical decisions of Millennials, who are not only part of an expanding cohort of the workforce, but also represent potential future managers with a growing influence on work practices and employment relationships. In the conceptual model, we propose that three ethical frames of reference, represented by perceived organisational ethics, perceived employee ethics and reflective moral attentiveness, antecede ethical judgements, which further influence the ethical intentions of Millennials. Using structural equation modelling, we test the model for three different business ethics scenarios: paying a consulting fee, dumping hazardous waste, and running an offensive advertising campaign. The findings confirm the link between ethical judgements and intentions across the board, while the influence of the ethical frames of reference varies among the scenarios. We propose that the differences in the predictive ability of the ethical frames of reference depend on the nature of the ethical issue, which holds important implications for today's managers in their attempts to encourage ethical behaviour of Millennial employees.

Building on Murphy's (2012) model of reverse mentoring, we examine the psychological processes that contribute to skill development in initiatives where knowledge is transferred from younger to older individuals. We employ a sample of younger mentors (n = 457) and older learners (n = 293) participating in a digital skills initiative to test parallel moderated mediation models. Our findings show extrinsic motivation plays a dominant role in the development of younger groups' mentoring skills, while older learners' digital skills development is primarily driven by intrinsic motivation. We also find positive affect and self‐efficacy can serve as personal resources in this context, but only for mentors. Taken together, our results suggest motivational processes in reverse mentoring unfold differently for the two groups involved in the exchange. Recommendations for human resource practice, including specific guidelines for developing intergenerational learning initiatives, are discussed.