What motivates internal whistleblowing? A typology adapted to the French context

Hennequin, Émilie

doi:10.1016/j.emj.2020.03.005

Cited by 7 publications

(4 citation statements)

References 33 publications

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“…Whistleblowing is referred to as an early warning system (Kenny, 2018). Research on the factors determining the effectiveness of whistleblowing implementation is undertaken both in terms of ethical, moral aspects (Clark, Wang, Shapeero, Staley, Ermasova, and Usry, 2020;Hennequin, 2020;Lewis, Brown, and Moberly, 2014;Mesmer-Magnus and Viswesvaran, 2005;Peters, Luck, Hutchinson, Wilkes, Andrew, and Jackson, 2011;Zakaria, 2015), as well as prevention of irregularities and violations (Schultz and Harutyunyan, 2015, pp. 88-90).…”

Section: Whistleblowing In a Literature Reviewmentioning

confidence: 99%

Whistleblowing in Polish Business Entities in Relation EU Legal Requirements

Skoczylas-Tworek¹

2023

Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu

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Whistleblowing as a signaling tool for perceived irregularities is now recognized as one of the most important processes that should be implemented in every organization. Its importance and relevance to the proper, lawful operation of an organization is emphasized by the provisions of EU Directive 2019/1937 on the protection of whistleblowers. They focus primarily on the implementation of the rules and procedures to enable whistleblowing and ensure sufficient protection for whistleblowers. The purpose of the paper was to assess the practical aspects of the implementation and dissemination of the whistleblowing tool in selected Polish business entities in the face of the requirements set by EU Directive 2019/1937. The study carried out confirmed the position presented so far in the literature of not providing sufficient and effective tools not only for the implementation of whistleblowing, but also for the protection of whistleblowers. Thus, it showed that most of the surveyed companies are only at the beginning of the path in implementing EU-compliant whistleblowing systems. The reasons for the above should be seen not only on the part of the entities, but also in the delayed process of implementing EU law into national law.

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Section: Whistleblowing In a Literature Reviewmentioning

confidence: 99%

Whistleblowing in Polish Business Entities in Relation EU Legal Requirements

Skoczylas-Tworek¹

2023

Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu

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“…Ya hemos mencionado que la mayoría de los estudios se han realizado en el contexto anglosajón, y la legislación estadunidense es el referente más importante para el caso de las recompensas económicas. En el contexto europeo, el acto de la denuncia tiene connotaciones altamente negativas, relacionadas tanto con el nazismo, como con el comunismo, por lo cual varios autores (Garrido Juncal, 2019;Hennequin, 2020;Nyreröd y Spagnolo, 2018;Schmidt, 2005) cuestionan la efectividad de la denuncia en sí, ya no digamos la posibilidad de cobrar por esta. En el otro sentido, se han analizado distintas características de culturas no occidentales, comunitarias más que individualistas, en las que la lealtad hacia el grupo, la importancia de relaciones afectivas o jerárquicas, también influye como un inhibidor de la intención de denuncia (Wozir y Yurtkoru, 2017;Hwang, Stanley, Chen y Lan, 2008).…”

Section: El Proceso De Denuncia ¿Qué Sabemos Hasta Ahora?unclassified

Recompensar la denuncia: apuntes para una política pública informada

Ochman

2022

Secu

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En este artículo se analizan las implicaciones de incentivos económicos por denunciar actos de corrupción en el sector público. Inicia con la revisión del estado de arte sobre el tema, para demostrar la limitada atención que este fenómeno ha despertado en México, y en América Latina en general. En seguida, se analizan las ventajas y desventajas de los incentivos económicos, así como su interacción con otros (protección, obligación y multa). Se resalta el efecto de desplazamiento motivacional como consideración más importante para el diseño de una regulación al respecto. El artículo aporta al debate sobre las estrategias de combate a la corrupción desde las políticas públicas.

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“…The least common form of retaliation was physical harm to person or property (ERC, 2010: 4). According to Hennequin (2020) governance methods and the management of internal dysfunctions are a real managerial challenge.…”

Section: Literature Reviewmentioning

confidence: 99%

Retaliation against employees in the USA: an analysis in terms of organizational behavior

Suklun¹

2020

Pressacademia

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Purpose -The number of retaliation charges filed with the U.S. Equal Employment Opportunity Commission (EEOC) has been increasing dramatically over last decade. This analysis is grounded on the USA regulations and a merged city and a county local government in the USA. Organizational analysis was based on the work of Bolman and Deal (2008). This study's aim was to explore the relationships between organizational behavior and retaliation against employees in the USA and increase attention among scholars for further research as well. Although retaliation is classified under discrimination it is taken as a special charge. Methodology-The recent lawsuit examples demonstrate the apparent costly conflict within the local government, organizational structure and its systems are reviewed to explore if they are causing negative conflicts in the organization. Bolman and Deal's ( 2008) strategy is applied to the studied local government in the USA. To be able to understand the relationships between the local governmental structure and retaliation problems is deeply analyzed on structural, human resources, political, and symbolic frames. Most of the retaliation cases took place at the Division of Community Correction. To explore if there are internal contributors' effects to the problem requirements for a job application and job descriptions of a correction officer are investigated and compared with other organizations' job description for the same position, as well as training requirements. Findings -This study revealed several problems that the studied local government needs to address to prevent retaliation cases. First of all, the local government doesn't have an established culture, and because of that, the employees are not sure how to behave or act when they face challenges. Although organizational symbols exist to eliminate confusion, ambiguity to provide direction, to secure hope and faith in organizations, the local government doesn't have clear symbols. While stories convey values and serve as powerful modes from the tyranny of facts and logic, the local government's employees are afraid of speaking out about some issues, and bad stories pass from employees to employees. In terms of policies, the study discovered that whatever stated officially is not in use. Harassment training is given to new beginners and never reoffered to current employees. Broken and unclear communication is another finding that might be leading to organizational problems. Conclusion -The increasing number of costly retaliation cases in the United States needs more attention to the causes to solve this problem. Public agencies are funded by taxes paid by households and companies to the government to receive services such as water, roads, education etc. Public agencies' high lawsuit settlement payments jeopardize the public's rights to have services. These problems have some indirect costs which should be taken into account. Currently, little attention is paid to the subject by scholars, and therefore it needs to be explored more. The results...

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What motivates internal whistleblowing? A typology adapted to the French context

Cited by 7 publications

References 33 publications

Whistleblowing in Polish Business Entities in Relation EU Legal Requirements

Whistleblowing in Polish Business Entities in Relation EU Legal Requirements

Recompensar la denuncia: apuntes para una política pública informada

Retaliation against employees in the USA: an analysis in terms of organizational behavior

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