Oppositionists and group norms: The reciprocal influence of whistle-blowers and co-workers

Greenberger, David B.; Miceli, Marcia P.; Cohen, Debra J.

doi:10.1007/bf00383744

Cited by 155 publications

(127 citation statements)

References 49 publications

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“…This also concurs in the literature on reporting integrity violations within organizations, which states that loyalty and solidarity are important factors that influence colleagues' reporting behavior (e.g., Gorta & Forell, 1995;Trevino & Victor, 1992;Zipparo, 1999). Similar conclusions have been formulated in whistle-blowing literature (e.g., Greenberger, Miceli, & Cohen, 1987;Miceli & Near, 1984;Near & Miceli, 1986). An example of loyalty from the case material was "I noticed that he had much more money than he used to.…”

Section: Proposition 4 Colleagues Are Hesitant To Report Suspicions supporting

confidence: 87%

Tricky business: The nature of integrity violations in Dutch casinos

Graaf

Kingma²,

Zborowska³

2011

JGI

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This article explores the nature of integrity violations in Dutch casinos. In such organizations, risk may be minimized, but it cannot be eliminated. Casinos, therefore, have a clear interest in constantly seeking to improve their safety standards and cultures. This article empirically analyzes the nature of documented integrity violations in Dutch casinos during the period 2001 to 2006. Of the 78 employee contracts that were terminated because of integrity violations, the files of 13 employees of the table games division were researched in depth. Our analysis of the sample led to a set of propositions regarding the nature of integrity violations in Dutch casinos. Money changes everything. -Cindy Lauper

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Section: Proposition 4 Colleagues Are Hesitant To Report Suspicions supporting

confidence: 87%

Tricky business: The nature of integrity violations in Dutch casinos

Graaf

Kingma²,

Zborowska³

2011

JGI

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“…According to Ab Ghani (2013), most of the employees tend to blow the whistle externally when they find that the internal audiences are of complicity with the wrongdoings; so they look for external audiences who are able to intercede. Ironically, a potential whistle blower may have a positive attitude towards whistle-blowing, seek the opinion of relevant others (Greenberger et al, 1987) and evaluate the difficulties and opportunities before blowing the whistle (Miceli, Near, & Dworkin, 2008) either to internal or external audiences.…”

Section: Internal and External Whistle-blowing Intentionsmentioning

confidence: 99%

The Theory of Planned Behaviour as a Framework for Whistle-Blowing Intentions

Zakaria¹,

Razak²,

Yusoff³

2016

RES

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This study adopts the Theory of Planned Behaviour as an underlying model to investigate its relevance, by examining the link between attitude, subjective norm and perceived behavioural control to account for whistle-blowing intentions. The data were analysed using a structural equation modelling (SEM) technique with the use of Partial Least Square approach (PLS). Using a sample of 262 Malaysian police officers, the analysis showed that TPB provides a sound framework for predicting both internal and external whistle-blowing intentions. Additionally, both internal and external whistle-blowing intentions are significantly influenced by attitude. Subjective norm is found to positively influence internal whistle-blowing intentions, while perceived behavioural control positively influences external whistle-blowing intentions. Hence, it is hoped that the results of this study will be a useful source of information to law makers, policy makers, institutions, management and the like in supporting whistle-blowing practices and thus enhancing accountability and strengthening good corporate governance in work places.

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“…The greater the level of clarity, the more employees will regard inaction as rendering them complicit (Jubb, 1999) since tolerating behavior that is considered to be wrong by the organization can encourage further wrongdoing. Greenberger et al (1987) argue that employees are more likely to blow the whistle internally on behaviors that are unambiguously wrong and which colleagues disapprove of. For this reason, Callahan et al (2002) posit that a code of conduct is the cornerstone of an organizational program to encourage internal whistleblowing.…”

Section: The Cultural Dimension Of Claritymentioning

confidence: 99%