ETHICAL ISSUES OF WHISTLEBLOWING IN ORGANIZATIONS: THE UNKNOWN LESSON FOR CORPORATE MANAGEMENT

Authors

  • Harry Lemoine Utah State University, United States
  • Julian Michael Western Washington University, United States

Keywords:

whistle-blowers, loyalty, retaliation, procedures

Abstract

We summarize what has been learned about whistle-blowers research and suggest strategies that managers can use to deal effectively with whistleblowing events. Through this study, we argue that if whistleblowing represents a tradeoff between fairness and loyalty, then going forward, it will be crucial to explore the kinds of groups that, in a sense, minimize this tradeoff in the service of promoting constructive behavior. Understanding organisations as complex systems, the whistle-blower is not that person who stands in opposition to the organisation but is its very manifestation. Thus in retaliating against the whistle-blower, the organisation retaliates against itself. The whistleblowing practices could be boosted by emphasising in the organization policies that whistle-blowers will be protected against retaliation and that allegations that are both false and malicious will lead to disciplinary proceedings. In general, however, this study notes that an employee’s experience of what happens when concerns are raised may well be more important than the existence of proper procedures.

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Published

2021-07-26

How to Cite

Lemoine, H., & Michael, J. (2021). ETHICAL ISSUES OF WHISTLEBLOWING IN ORGANIZATIONS: THE UNKNOWN LESSON FOR CORPORATE MANAGEMENT. Accounting, Organization & Economics, 1(1), 1-11. Retrieved from https://fortunepublishing.org/index.php/aoe/article/view/41

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Section

Articles