Towards a Custom-Made Whistleblowing Policy. Using Grid-Group Cultural Theory to Match Policy Measures to Different Styles of Peer Reporting

Loyens, Kim

doi:10.1007/s10551-012-1344-0

Cited by 28 publications

(37 citation statements)

References 37 publications

(29 reference statements)

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“…Second, transparency leaders publicly express and share thoughts, values, and rules with their subordinates, which improve employee trust (Avolio et al 2004). Meanwhile, observers of wrongdoing may know what the ''right thing'' is and see reporting to the supervisor as their responsibilities (Loyens 2013). Third, authentic leaders solicit information from whistleblowers that even damages interpersonal relationship and organizational authority.…”

Section: Authentic Leadership and Whistleblowingmentioning

confidence: 99%

Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification

2015

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The issues of organizational wrongdoing damage organizational performance and limit the development of organizations. Although organizational members may know the wrongdoing and have the opportunity to blow the whistle, they would keep silent because of the interpersonal risks. However, leaders can play an important role in shaping employee whistleblowing. This study focuses on discovering the mechanisms of how authentic leaders influence employee whistleblowing with a sample from China. Results demonstrate that authentic leadership is positively related to internal whistleblowing. Team psychological safety partly mediates the relationship between authentic leadership and internal whistleblowing. Personal identification partly mediates the relationship between authentic leadership and internal whistleblowing. The study contributes to the extant theory by filling the gap between leadership and whistleblowing.

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Section: Authentic Leadership and Whistleblowingmentioning

confidence: 99%

Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification

2015

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“…Policies related to whistleblowing need to be altered based on organizational culture. They should be customized to the specific organizational cultural values since polices formulated in other settings might not work well for all situations (Loyens, 2013). It is possible for management to forecast the possibility of whistleblowing occurrence and more preferred mode of The majority of whistleblowing research was conducted in a western countries giving a lesser consideration to many other parts of the world.…”

Section: Introductionmentioning

confidence: 99%

Organizational culture and intentions towards types of whistleblowing: the case of Turkey and Ethiopia

Wozir¹,

Yurtkoru²

2017

Pressacademia

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Purpose-Whistleblowing, is one of the rarely studied topics in non-western cultures, and none in Ethiopia. Hence, this study explores whistleblowing and the contribution of organizational culture (OC) types on different modes of whistleblowing intentions in Ethiopia along with cross-cultural comparison of the theoretical model in Turkey. Methodology-Totally 528 employees (Ethiopia, N=274 and Turkey, N=254) were selected as participants. Four organizational culture types and six dimensions of whistleblowing are measured using a multidimensional questionnaire with five-point interval scale. Findings-Analyses revealed that hierarchical culture significantly and positively contributed to external, anonymous, and formal whistleblowing. Alternatively, clan culture had significant positive contribution to internal and informal whistleblowing, and negative contribution to external whistleblowing. However, there were significant variations in terms of nationality. Conclusion-The dominant values and beliefs embedded within the culture of an organization tend to predict the most likely preferred and accepted methods of whistleblowing in that particular organization.

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“…However, respondents claim that some supervisors also emphasize the number of investigations and therefore encourage them to do many 'simple' investigations and avoid the complex ones to make the numbers look good, even though the complex investigations often involve serious cases of social fraud. The latter type of decisions is not discussed in this paper, but illustrates possible excesses of performance management systems (see also Loyens, 2012b).…”

Section: Methodsmentioning

confidence: 99%

Grid-group cultural theory and the causal mechanism approach as requisite partners. Explaining enforcement decisions in West European labor inspection

Loyens

2013

Innovation: The European Journal of Social Science Research

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As street-level bureaucrats, labour inspectors enjoy much autonomy and discretion in the performance of their job. To avoid that this freedom is abused, two measures are often taken. First, supervisors keep oversight by inspecting their case files. Second, labour inspectors are subjected to a competitive system of targets that encourages competition. These two measures resemble two subtypes of organisational control in grid-group cultural theory, respectively hierarchical and individualistic control. The impact of both types of control has been analysed in an ethnographic case study in four field organisations of a West-European labour inspection. The overarching grid-group cultural theory framework was particularly valuable to illustrate how tensions between hierarchical and individualistic control lead to inconsistencies in the enforcement styles labour inspectors apply. However, it did not seem sufficient to explain why labour inspectors apply a hierarchical enforcement style in some investigations and an individualistic enforcement style in other investigations. This paper illustrates how the integration of grid-group cultural theory with two middle-range theories in the causal mechanism approach (i.e. moral disengagement and role strain theory) could provide such proximate explanations and thus strengthen the exploratory power of grid-group cultural theory.3

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Towards a Custom-Made Whistleblowing Policy. Using Grid-Group Cultural Theory to Match Policy Measures to Different Styles of Peer Reporting

Cited by 28 publications

References 37 publications

Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification

Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification

Organizational culture and intentions towards types of whistleblowing: the case of Turkey and Ethiopia

Grid-group cultural theory and the causal mechanism approach as requisite partners. Explaining enforcement decisions in West European labor inspection

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