Removing Barriers to Whistleblowing at Nonprofit Organizations through Employee Empowerment*

Abstract

This study explores how key organizational and governance actors perceive the effectiveness of whistleblowing at nonprofit organizations (NPOs) and how whistleblowing is interrelated with other anti‐fraud mechanisms. Using a systems approach, we develop a conceptual framework of anti‐fraud mechanisms consisting of a set of interrelated components: control‐focused mechanisms and employee‐focused mechanisms (whistleblowing) intended to prevent and detect fraud, influenced by the environment (regulation and stakeholders) and human factors (employees' attitudes and leaders' awareness of fraud). We conducted 14 semistructured interviews with key actors at Canadian NPOs and noted that diverse control mechanisms were in place at these groups, but seemingly no formal whistleblowing policy existed. The organizations were disinclined to formalize a whistleblowing system in the short term despite viewing such a system as effective. Whereas prior research has examined the role of control‐focused mechanisms, NPOs' adoption of whistleblowing systems, and the benefits thereof, we contribute to the literature by stressing that employee empowerment is crucial to overcoming reluctance to blow the whistle. If the board of directors is aware of fraud risk and provides employees with the resources, motivation, and protection to speak up, whistleblowing could be implemented in these organizations. Whistleblowing should be interrelated with other mechanisms to form an effective anti‐fraud system.