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Managerial responsiveness to whistleblowing: Expanding the research horizon

Managerial responsiveness to whistleblowing: Expanding the research horizon

Vandekerckhove, Wim ORCID: 0000-0002-0106-7915, Brown, A.J. and Tsahuridu, Eva (2014) Managerial responsiveness to whistleblowing: Expanding the research horizon. In: Brown, A.J., Lewis, David, Moberly, Richard and Vandekerckhove, Wim ORCID: 0000-0002-0106-7915, (eds.) International Handbook of Whistleblowing Research. Edward Elgar Publishing, Cheltenham, UK, pp. 298-327. ISBN 9781781006788

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This chapter addresses how research into whistleblowing may need to evolve if it is to inform new priorities in management, regulation and public policy. It becomes crucial that more insight is gained into how the management processes of organizations and whistleblowing interact and interrelate – not simply in bad ways or with bad outcomes for whistleblowers, but across the spectrum. After all, research in different advanced democracies suggests that in these contexts, 50 per cent or more of internally voiced concerns are successful in having wrongdoing addressed or corporate practices changed; and that retaliation against whistleblowers is not as ubiquitous as generally assumed (see Smith, Chapter 10; also Smith and Brown 2008; Skivenes and Trygstad 2010b; Bjorkelo et al. 2010). Different success rates between organizations, industry sectors and legal regimes make it possible to begin cracking the code of what makes internal and regulatory whistleblowing successful in some cases, but not others.

Item Type: Book Section
Additional Information: [1] Chapter 13, in Part II: Organizational Culture and Responsiveness.
Uncontrolled Keywords: whistleblowing, Ajzen, Theory of Planned Behaviour
Subjects: H Social Sciences > HD Industries. Land use. Labor
Faculty / School / Research Centre / Research Group: Faculty of Business
Faculty of Business > Department of Human Resources & Organisational Behaviour
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Last Modified: 14 Oct 2016 09:31

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