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Explaining the Whistle-Blowing Process: Suggestions from Power Theory and Justice Theory

Author

Listed:
  • Janet P. Near

    (Department of Management, School of Business, Indiana University, Bloomington, Indiana 47405-1701)

  • Terry Morehead Dworkin

    (Department of Business Law, School of Business, Indiana University, Bloomington, Indiana 47405-1701)

  • Marcia P. Miceli

    (Department of Management and Human Resources, College of Business Administration, The Ohio State University, Columbus, Ohio 43210-1399)

Abstract

Review of research concerning whistle-blowing suggests that legal sanctions have been singularly unsuccessful in encouraging whistle-blowing but that legalistic responses by organizations seem to have been somewhat more successful. Below, we review three sets of studies that illustrate this point. The first set includes federal employees, both before and after a legal change intended to encourage whistle-blowing. The second study examines the effects of state laws, by comparing states with whistle-blowing statutes to those without such statutes. The third study focuses on whistle-blowers who are role prescribed and therefore have legalistic protections but not legal protections. Results from these three sets of studies suggest that legal procedures seem not to be effective in encouraging positive organizational responses to whistle-blowing, but legalistic responses designed by the organizations themselves have more positive effects both for the whistle-blowers and for the organizations themselves. We attempt to resolve this apparent paradox by considering two theoretical frameworks, power relations and justice theory, and using these frameworks to predict the behaviors of both whistle-blowers and their organizations when legal mechanisms are involved and when legalistic mechanisms are used. Finally, drawing on the implications of our theoretical analysis, we provide policy suggestions for the encouragement of legalistic mechanisms, in addition to legal mechanisms, to persuade organizations to respond positively to whistle-blowers.

Suggested Citation

  • Janet P. Near & Terry Morehead Dworkin & Marcia P. Miceli, 1993. "Explaining the Whistle-Blowing Process: Suggestions from Power Theory and Justice Theory," Organization Science, INFORMS, vol. 4(3), pages 393-411, August.
    • Handle: RePEc:inm:ororsc:v:4:y:1993:i:3:p:393-411
    DOI: 10.1287/orsc.4.3.393
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    Citations

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    Cited by:

    1. Samuel Mercier & Renaud Muller, 2005. "L’encastrement institutionnel des procédures de recours internes en organisation," Working Papers CREGO 1051202, Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations.
    2. Sincoff, Michael Z. & Slonaker, William M. & Wendt, Ann C., 2006. "Retaliation: The form of 21st century employment discrimination," Business Horizons, Elsevier, vol. 49(6), pages 443-450.
    3. Sheng-min Liu & Jian-qiao Liao & Hongguo Wei, 2015. "Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification," Journal of Business Ethics, Springer, vol. 131(1), pages 107-119, September.
    4. Logan L. Watts & M. Ronald Buckley, 2017. "A Dual-Processing Model of Moral Whistleblowing in Organizations," Journal of Business Ethics, Springer, vol. 146(3), pages 669-683, December.
    5. Kate Kenny & Marianna Fotaki & Stacey Scriver, 2019. "Mental Heath as a Weapon: Whistleblower Retaliation and Normative Violence," Journal of Business Ethics, Springer, vol. 160(3), pages 801-815, December.
    6. Jarle Løwe Sørensen & Ann Mari Nilsen Gaup & Leif Inge Magnussen, 2020. "Whistleblowing in Norwegian Municipalities—Can Offers of Reward Influence Employees’ Willingness and Motivation to Report Wrongdoings?," Sustainability, MDPI, vol. 12(8), pages 1-12, April.
    7. Michael T. Rehg & Marcia P. Miceli & Janet P. Near & James R. Van Scotter, 2008. "Antecedents and Outcomes of Retaliation Against Whistleblowers: Gender Differences and Power Relationships," Organization Science, INFORMS, vol. 19(2), pages 221-240, April.
    8. Said, Jamaliah & Alam, Md. Mahmudul & Mohamed, Dar Irna Bt & Rafidi, Marhamah, 2019. "Does Job Satisfaction, Fair Treatment, and Cooperativeness Influence the Whistleblowing Practice in Malaysian Government Linked Companies?," SocArXiv vd2eh, Center for Open Science.
    9. Valentine, Sean & Godkin, Lynn, 2019. "Moral intensity, ethical decision making, and whistleblowing intention," Journal of Business Research, Elsevier, vol. 98(C), pages 277-288.
    10. Yuval Feldman & Orly Lobel, 2008. "Decentralized enforcement in organizations: An experimental approach," Regulation & Governance, John Wiley & Sons, vol. 2(2), pages 165-192, June.
    11. Jawad Khan & Imran Saeed & Muhammad Zada & Amna Ali & Nicolás Contreras-Barraza & Guido Salazar-Sepúlveda & Alejandro Vega-Muñoz, 2022. "Examining Whistleblowing Intention: The Influence of Rationalization on Wrongdoing and Threat of Retaliation," IJERPH, MDPI, vol. 19(3), pages 1-20, February.
    12. Harold Hassink & Meinderd Vries & Laury Bollen, 2007. "A Content Analysis of Whistleblowing Policies of Leading European Companies," Journal of Business Ethics, Springer, vol. 75(1), pages 25-44, September.
    13. Hengky Latan & Charbel Jose Chiappetta Jabbour & Ana Beatriz Lopes de Sousa Jabbour, 2021. "To Blow or Not to Blow the Whistle: The Role of Rationalization in the Perceived Seriousness of Threats and Wrongdoing," Journal of Business Ethics, Springer, vol. 169(3), pages 517-535, March.
    14. Shani Robinson & Jesse Robertson & Mary Curtis, 2012. "The Effects of Contextual and Wrongdoing Attributes on Organizational Employees’ Whistleblowing Intentions Following Fraud," Journal of Business Ethics, Springer, vol. 106(2), pages 213-227, March.
    15. Kim Loyens & Wim Vandekerckhove, 2018. "Whistleblowing from an International Perspective: A Comparative Analysis of Institutional Arrangements," Administrative Sciences, MDPI, vol. 8(3), pages 1-16, July.
    16. Kennedy, Jessica A. & Anderson, Cameron, 2017. "Hierarchical rank and principled dissent: How holding higher rank suppresses objection to unethical practices," Organizational Behavior and Human Decision Processes, Elsevier, vol. 139(C), pages 30-49.
    17. Seifert, Deborah L. & Sweeney, John T. & Joireman, Jeff & Thornton, John M., 2010. "The influence of organizational justice on accountant whistleblowing," Accounting, Organizations and Society, Elsevier, vol. 35(7), pages 707-717, October.

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