Understanding whistle-blowing: a set-theoretic approach

Henik, Erika

doi:10.1016/j.jbusres.2014.06.004

Cited by 65 publications

(71 citation statements)

References 40 publications

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“…For example, Keenan and McLain (1992) proposed seven steps in their model, which they later further developed as a model of responses to wrongdoing by incorporating some well-established constructs of ethical decision-making, i.e., awareness and judgment, followed by choice (McLain and Keenan 1999). Recently, Henik (2015) provided support for this traditional reasoning while adding emotions into the process as well. The theory of reasoned action and its extension the theory of planned behavior have also been introduced to the whistleblowing context (Trongmateerut and Sweeney 2013;Park and Blenkinsopp 2009), where intentions to blow the whistle are positively influenced by attitudes, perceived behavioral control, and subjective norms.…”

Section: How?mentioning

confidence: 99%

The Evolution of Whistleblowing Studies: A Critical Review and Research Agenda

2016

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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.

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Section: How?mentioning

confidence: 99%

The Evolution of Whistleblowing Studies: A Critical Review and Research Agenda

2016

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“…In order to validate the previously posed proposition, we applied an fsQCA analysis, since its focus on 'causal recipes' (Ragin, 2008) makes it uniquely suited to analyse complex complementarities among factors (Ganter & Hacker, 2014;Henik, 2015;Woodside, 2013;Cova & Rodríguez-Monroy, 2016;Ryan, 2017), as is the case in our research. This analysis was carried out in three phases (Ragin, 2008;Schneider & Wagemann, 2012).…”

Section: Methodsmentioning

confidence: 99%

Understanding workers’ adoption of productivity mobile applications: a fuzzy set qualitative comparative analysis (fsQCA)

Urueña

Arenas

Nuchera

2018

Economic Research-Ekonomska Istraživanja

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Mobile devices such as smartphones and tablets become more present in our lives every day. Most of these devices use the Android operating system (O.S.), becoming the most popular O.S. for mobile devices. For these devices, there is a huge offer of application software that provides answers to users' different needs. This study aims to analyse how combinations of personality factors, sociodemographic variables and Internet use influence the adoption of productivity mobile apps by workers. To achieve this, a combination of these variables is analysed using fuzzy set Qualitative Comparative Analysis (fsQCA.) that allows us to analyse complex complementarities among factors. The results show the importance of distinct personality traits -extraversion and agreeableness -to understand the adoption of these services. Our study also provides relevant insight for software developers to target segments interested in the use of productivity software in their mobile devices.

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“…A trigger event is as an event that is deemed by an individual or group to be 423 problematic (Henik, 2015). Factors that can trigger whistleblowing include internal 424 Table 3.…”

Section: Stage 1 -A Trigger Event 422mentioning

confidence: 99%

“…At the third attempt in 44% of cases 463 whistleblowers felt there was no organisational reaction; this was zero cases at executive 464 level, but still 80% for unskilled workers. The work of Henik (2015) shows that the 465 organisation needs to make sure that they do not alienate the individuals who seek to disclose 466 potential wrongdoing especially as this can then provide personal motivation for justice and 467 restitution. Ensuring there is full confidence in the management process surrounding 468 whistleblowing is critical.…”

Section: Stage 4 -Organisational Reaction To Action 460mentioning

confidence: 99%

“…Therefore, a 472 FCMS encompassing both transformational and transactional approaches will be beneficial to 473 encourage the STM to act. Henik (2015) asserts that a differentiation of emotion will 474 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 • Commit to employees' professional growth and success so that they feel personally 500 invested in by the organisation and then as a result less likely to be compelled to 501 commit food crime; 502…”

Section: Stage 5 -Whistleblowers Response 470mentioning

confidence: 99%

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Whistleblowing as a countermeasure strategy against food crime

Soon

Manning

2017

BFJ

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Purpose The purpose of this paper is to undertake a two-phase desktop review of literature sources in order to conceptualise, frame, and critique existing whistleblowing models and strategies and consider how whistleblowing strategies form part of an effective food crime management system (FCMS) especially for small and medium sized organisations. Design/methodology/approach Existing literature from academic sources, financial, healthcare, food industries has been reviewed and critiqued in order to construct a conceptual framework that can inform future empirical research. Findings Whistleblowing strategies can form an effective part of a FCMS. Appropriate regulatory protection of those who whistleblow is crucial to not only safeguard individuals but also to mitigate food crime and protect consumers from loss and potential harm. Barriers to whistleblowing exist and if these are not addressed then individuals will be reluctant to report food crime. Further empirical research is required to assess the influence of these and other factors identified in this research and how they can be overcome. Originality/value The framework will provide food industry practitioners with guidance on the effective application of whistleblowing strategies within a FCMS.

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Understanding whistle-blowing: a set-theoretic approach

Cited by 65 publications

References 40 publications

The Evolution of Whistleblowing Studies: A Critical Review and Research Agenda

The Evolution of Whistleblowing Studies: A Critical Review and Research Agenda

Understanding workers’ adoption of productivity mobile applications: a fuzzy set qualitative comparative analysis (fsQCA)

Whistleblowing as a countermeasure strategy against food crime

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