The Experts below are selected from a list of 297 Experts worldwide ranked by ideXlab platform
Joseph P. Near - One of the best experts on this subject based on the ideXlab platform.
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What makes whistle-Blowers effective? Three field studies
Human Relations, 2002Co-Authors: Marcia P. Miceli, Joseph P. NearAbstract:Organization members face difficult choices when they encounter situations which they consider illegitimate, immoral, or unlawful, but lack corrective power. They can 'blow the whistle' to authorities, but often, their organizations do not change the objectionable practice. Circumstances under which whistle-Blowers succeed in terminating perceived wrongdoing have not been studied, so this study tests portions of a preliminary model of effectiveness derived from power theories. Results from three field studies show that whistle-Blowers perceive that wrongdoing is more likely to be terminated when: (i) it occurs less frequently, is relatively minor in impact, or has been occurring for a shorter period; and (ii) whistle-Blowers have greater power - reflected in the legitimacy of their roles and the support of others. Implications for research and for would-be whistle-Blowers, their organizations, and policy makers, are discussed.
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Can Laws Protect Whistle-Blowers?
Work and Occupations, 1999Co-Authors: Marcia P. Miceli, Michael T Rehg, Joseph P. Near, Katherine C RyanAbstract:Data collected over three time periods, from 1980 to 1992, show massive changes in the ways in which federal employees reported wrongdoing and the effects on them for having done so. Laws intended to encourage whistle-blowing seem to have two desired effects: to reduce the incidence of perceived wrongdoing and to increase the likelihood of whistle-blowing. However, two unintended effects are also observed: perceived retaliation increased and whistle-Blowers increasingly sought anonymity. The basic model predicting retaliation is essentially the same in the three time periods in which data were collected. Implications for research, practice, and the design of future legislation are discussed. [ABSTRACT FROM AUTHOR]
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relationships among value congruence perceived victimization and retaliation against whistle Blowers
Journal of Management, 1994Co-Authors: Marcia P. Miceli, Joseph P. NearAbstract:Previous research on organizational members who report perceived wrongdoing has been conducted primarily in public sector organizations. The present study examined survey data from directors of internal auditing in a variety of North American organizations. Because retaliation occurred infrequently, data were analyzed with the case-control method, which is relatively unknown in the organizational literature but is frequently used in medical research to examine the occurrence of rare diseases. Managerial retaliation w’as more likely when: (1) the whistle-blower perceived that stopping the wrongdoing would harm the organization; (2) the wrongdoing harmed the organizations climate or culture: (3) the whistle-blower tried unsuccessfully to remain anonymous, when the wrongdoing continued; (4) the wrongdoing harmed the public; and (5) low value congruence existed between whistle-Blowers and their organizations.
Marcia P. Miceli - One of the best experts on this subject based on the ideXlab platform.
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What makes whistle-Blowers effective? Three field studies
Human Relations, 2002Co-Authors: Marcia P. Miceli, Joseph P. NearAbstract:Organization members face difficult choices when they encounter situations which they consider illegitimate, immoral, or unlawful, but lack corrective power. They can 'blow the whistle' to authorities, but often, their organizations do not change the objectionable practice. Circumstances under which whistle-Blowers succeed in terminating perceived wrongdoing have not been studied, so this study tests portions of a preliminary model of effectiveness derived from power theories. Results from three field studies show that whistle-Blowers perceive that wrongdoing is more likely to be terminated when: (i) it occurs less frequently, is relatively minor in impact, or has been occurring for a shorter period; and (ii) whistle-Blowers have greater power - reflected in the legitimacy of their roles and the support of others. Implications for research and for would-be whistle-Blowers, their organizations, and policy makers, are discussed.
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Can Laws Protect Whistle-Blowers?
Work and Occupations, 1999Co-Authors: Marcia P. Miceli, Michael T Rehg, Joseph P. Near, Katherine C RyanAbstract:Data collected over three time periods, from 1980 to 1992, show massive changes in the ways in which federal employees reported wrongdoing and the effects on them for having done so. Laws intended to encourage whistle-blowing seem to have two desired effects: to reduce the incidence of perceived wrongdoing and to increase the likelihood of whistle-blowing. However, two unintended effects are also observed: perceived retaliation increased and whistle-Blowers increasingly sought anonymity. The basic model predicting retaliation is essentially the same in the three time periods in which data were collected. Implications for research, practice, and the design of future legislation are discussed. [ABSTRACT FROM AUTHOR]
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relationships among value congruence perceived victimization and retaliation against whistle Blowers
Journal of Management, 1994Co-Authors: Marcia P. Miceli, Joseph P. NearAbstract:Previous research on organizational members who report perceived wrongdoing has been conducted primarily in public sector organizations. The present study examined survey data from directors of internal auditing in a variety of North American organizations. Because retaliation occurred infrequently, data were analyzed with the case-control method, which is relatively unknown in the organizational literature but is frequently used in medical research to examine the occurrence of rare diseases. Managerial retaliation w’as more likely when: (1) the whistle-blower perceived that stopping the wrongdoing would harm the organization; (2) the wrongdoing harmed the organizations climate or culture: (3) the whistle-blower tried unsuccessfully to remain anonymous, when the wrongdoing continued; (4) the wrongdoing harmed the public; and (5) low value congruence existed between whistle-Blowers and their organizations.
J. McGlynn - One of the best experts on this subject based on the ideXlab platform.
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Rabid Fans, Death Threats, and Dysfunctional Stakeholders: The Influence of Organizational and Industry Contexts on Whistle-Blowing Cases
Management Communication Quarterly, 2011Co-Authors: B. K. Richardson, J. McGlynnAbstract:Organizational wrongdoing is frequently exposed by whistle-Blowers, individuals who disclose unethical behavior to parties they believe can take corrective action. This study aimed to illuminate whistle-Blowers’ experiences with particular attention to how their industry and organizational contexts affected their cases. We analyzed personal accounts of thirteen whistle-Blowers in the collegiate sports industry. Results revealed three themes that significantly affected whistle-blowing accounts: the existence and influence of tightly cou- pled stakeholders, including the athletic governing body and news media; the hypermasculine character of collegiate sports; and the presence of highly identified fans as agents of retaliation. Implications of the study include the recognition and consequences of nonorganizational members as agents of retaliation and the importance of analyzing context when considering whistle- blowing experiences both inside and outside of collegiate sport.
Michelle M Mello - One of the best experts on this subject based on the ideXlab platform.
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whistle Blowers experiences in fraud litigation against pharmaceutical companies
The New England Journal of Medicine, 2010Co-Authors: Aaron S Kesselheim, David M Studdert, Michelle M MelloAbstract:The authors interviewed 26 whistle-Blowers who had initiated qui tam cases against pharmaceutical companies that were successfully prosecuted for health care fraud. The whistle-Blowers reported undergoing substantial personal hardships during their legal cases, which lasted an average of 5 years. They were paid a median of $3 million.
Sissel C. Trygstad - One of the best experts on this subject based on the ideXlab platform.
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When whistle-blowing works: The norwegian case
Human Relations, 2010Co-Authors: Marit Skivenes, Sissel C. TrygstadAbstract:Research on whistle-blowing in the Norwegian public sector shows remarkable findings compared with international research. A very high proportion of employees blow the whistle when they experience misconduct, and the majority of these people receive positive reactions. Furthermore, a majority of the whistle-Blowers report that the conduct that led them to blow the whistle improved. These positive findings are different from those reported in international research displaying that whistle-blowing is difficult, often results in retaliation and is rarely effective. This article seeks to shed light on the positive Norwegian experiences, first by exploring how power resources can help us understand the extent and types of whistle-blowing, the consequences for the whistle-blower and the effectiveness of the practice. Second, the article asks whether a Norwegian model of labour relations promotes a communicative culture' where employees can freely voice their opinions and critical remarks, and report misconduct. The findings show that power resources to a little degree can explain whistle-blowing activity and its results. It is plausible to assume that the strong emphasis on collective arrangements and laws reduces the impact of an individual employee's power resources by making the reporting process less arbitrary. Furthermore, it could be argued that the Norwegian model establishes structures for a communication culture that facilitates whistle-blowing.
