The Experts below are selected from a list of 5727 Experts worldwide ranked by ideXlab platform
Liane Young - One of the best experts on this subject based on the ideXlab platform.
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The power of moral concerns in predicting Whistleblowing decisions
Journal of Experimental Social Psychology, 2019Co-Authors: James Dungan, Liane Young, Adam WaytzAbstract:Abstract Whistleblowers risk great personal cost to expose injustice. While their actions are sometimes deemed morally courageous, existing evidence that whistleblowers are primarily motivated by moral concerns is mixed. Moreover, little is known about the extent to which moral concerns predict Whistleblowing relative to other organizational and situational factors. To address these gaps, we present two studies demonstrating the power of moral concerns in predicting Whistleblowing decisions. Study 1 uses a large cross-sectional dataset of federal employees (N = 42,020) to test how moral concerns predict real-world Whistleblowing decisions relative to other factors. Study 2 provides a more controlled replication of the association between moral concerns and Whistleblowing decisions in an online sample of the U.S. workforce. Results revealed that moral concerns consistently predicted Whistleblowing decisions above and beyond other organizational and situational factors. Specifically, Whistleblowing decisions were associated with a tradeoff between moral concerns; whereby, concerns for the fair treatment of others beyond one's organization were associated with reporting unethical behavior, while loyalty to one's organization was associated with not reporting unethical behavior. Organizational factors, such as whether the organization educates its employees about how to disclose wrongdoing, showed a somewhat weaker association with Whistleblowing decisions across studies. However, they were the only significant predictors of how people blew the whistle; that is, reporting unethical behavior through internal versus external channels. Together, these findings reveal important psychological motivations underlying Whistleblowing, highlighting the power of moral concerns in these decisions and supporting conceptualizations of Whistleblowing as an important example of moral courage.
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The psychology of Whistleblowing
Current Opinion in Psychology, 2015Co-Authors: James Dungan, Adam Waytz, Liane YoungAbstract:Whistleblowing — reporting another person's unethical behavior to a third party — represents an ethical quandary. In some cases Whistleblowing appears heroic whereas in other cases it appears reprehensible. This article describes how the decision to blow the whistle rests on the tradeoff that people make between fairness and loyalty. When fairness increases in value, Whistleblowing is more likely whereas when loyalty increases in value, Whistleblowing is less likely. Furthermore, we describe systematic personal, situational, and cultural factors stemming from the fairness-loyalty tradeoff that drive Whistleblowing. Finally, we describe how minimizing this tradeoff and prioritizing constructive dissent can encourage Whistleblowing and strengthen collectives.
James Dungan - One of the best experts on this subject based on the ideXlab platform.
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The power of moral concerns in predicting Whistleblowing decisions
Journal of Experimental Social Psychology, 2019Co-Authors: James Dungan, Liane Young, Adam WaytzAbstract:Abstract Whistleblowers risk great personal cost to expose injustice. While their actions are sometimes deemed morally courageous, existing evidence that whistleblowers are primarily motivated by moral concerns is mixed. Moreover, little is known about the extent to which moral concerns predict Whistleblowing relative to other organizational and situational factors. To address these gaps, we present two studies demonstrating the power of moral concerns in predicting Whistleblowing decisions. Study 1 uses a large cross-sectional dataset of federal employees (N = 42,020) to test how moral concerns predict real-world Whistleblowing decisions relative to other factors. Study 2 provides a more controlled replication of the association between moral concerns and Whistleblowing decisions in an online sample of the U.S. workforce. Results revealed that moral concerns consistently predicted Whistleblowing decisions above and beyond other organizational and situational factors. Specifically, Whistleblowing decisions were associated with a tradeoff between moral concerns; whereby, concerns for the fair treatment of others beyond one's organization were associated with reporting unethical behavior, while loyalty to one's organization was associated with not reporting unethical behavior. Organizational factors, such as whether the organization educates its employees about how to disclose wrongdoing, showed a somewhat weaker association with Whistleblowing decisions across studies. However, they were the only significant predictors of how people blew the whistle; that is, reporting unethical behavior through internal versus external channels. Together, these findings reveal important psychological motivations underlying Whistleblowing, highlighting the power of moral concerns in these decisions and supporting conceptualizations of Whistleblowing as an important example of moral courage.
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The psychology of Whistleblowing
Current Opinion in Psychology, 2015Co-Authors: James Dungan, Adam Waytz, Liane YoungAbstract:Whistleblowing — reporting another person's unethical behavior to a third party — represents an ethical quandary. In some cases Whistleblowing appears heroic whereas in other cases it appears reprehensible. This article describes how the decision to blow the whistle rests on the tradeoff that people make between fairness and loyalty. When fairness increases in value, Whistleblowing is more likely whereas when loyalty increases in value, Whistleblowing is less likely. Furthermore, we describe systematic personal, situational, and cultural factors stemming from the fairness-loyalty tradeoff that drive Whistleblowing. Finally, we describe how minimizing this tradeoff and prioritizing constructive dissent can encourage Whistleblowing and strengthen collectives.
Adam Waytz - One of the best experts on this subject based on the ideXlab platform.
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The power of moral concerns in predicting Whistleblowing decisions
Journal of Experimental Social Psychology, 2019Co-Authors: James Dungan, Liane Young, Adam WaytzAbstract:Abstract Whistleblowers risk great personal cost to expose injustice. While their actions are sometimes deemed morally courageous, existing evidence that whistleblowers are primarily motivated by moral concerns is mixed. Moreover, little is known about the extent to which moral concerns predict Whistleblowing relative to other organizational and situational factors. To address these gaps, we present two studies demonstrating the power of moral concerns in predicting Whistleblowing decisions. Study 1 uses a large cross-sectional dataset of federal employees (N = 42,020) to test how moral concerns predict real-world Whistleblowing decisions relative to other factors. Study 2 provides a more controlled replication of the association between moral concerns and Whistleblowing decisions in an online sample of the U.S. workforce. Results revealed that moral concerns consistently predicted Whistleblowing decisions above and beyond other organizational and situational factors. Specifically, Whistleblowing decisions were associated with a tradeoff between moral concerns; whereby, concerns for the fair treatment of others beyond one's organization were associated with reporting unethical behavior, while loyalty to one's organization was associated with not reporting unethical behavior. Organizational factors, such as whether the organization educates its employees about how to disclose wrongdoing, showed a somewhat weaker association with Whistleblowing decisions across studies. However, they were the only significant predictors of how people blew the whistle; that is, reporting unethical behavior through internal versus external channels. Together, these findings reveal important psychological motivations underlying Whistleblowing, highlighting the power of moral concerns in these decisions and supporting conceptualizations of Whistleblowing as an important example of moral courage.
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The psychology of Whistleblowing
Current Opinion in Psychology, 2015Co-Authors: James Dungan, Adam Waytz, Liane YoungAbstract:Whistleblowing — reporting another person's unethical behavior to a third party — represents an ethical quandary. In some cases Whistleblowing appears heroic whereas in other cases it appears reprehensible. This article describes how the decision to blow the whistle rests on the tradeoff that people make between fairness and loyalty. When fairness increases in value, Whistleblowing is more likely whereas when loyalty increases in value, Whistleblowing is less likely. Furthermore, we describe systematic personal, situational, and cultural factors stemming from the fairness-loyalty tradeoff that drive Whistleblowing. Finally, we describe how minimizing this tradeoff and prioritizing constructive dissent can encourage Whistleblowing and strengthen collectives.
Sweta Sneha - One of the best experts on this subject based on the ideXlab platform.
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toward a theory of Whistleblowing intentions a benefit to cost differential perspective
Decision Sciences, 2010Co-Authors: Mark Keil, Amrit Tiwana, Robert Sainsbury, Sweta SnehaAbstract:In order to rescue information technology (IT) projects when they go awry, it is critical to understand the factors that affect bad news reporting. Whistleblowing theory holds promise in this regard and a number of salient factors that may influence Whistleblowing intentions have been identified. However, an integrative theory that explains how they influence Whistleblowing intentions has been conspicuously absent. In this research, we introduce and test a middle-range theory of Whistleblowing that can explain how and why a variety of factors may influence an individual's Whistleblowing intentions. Drawing on the social information processing perspective, we propose that individuals holistically weigh the perceived “benefit-to-cost differential” and that this mediates the relationship between Whistleblowing factors and Whistleblowing intentions. Tests using data collected from 159 experienced IT project managers largely support our theoretical perspective, in which the central explanatory variable (benefit-to-cost differential) significantly mediates a majority of the proposed relationships. Implications of these findings for research and practice are discussed.
Carmen R. Apaza - One of the best experts on this subject based on the ideXlab platform.
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Effective Whistleblowing Conceptual Framework
Whistleblowing in the World, 2017Co-Authors: Carmen R. Apaza, Yongjin ChangAbstract:Is Whistleblowing effective—does it really work? What elements make the process effective? Apaza and Chang answer these inquiries by analyzing previous works on Whistleblowing and identifying factors that influenced the final outcomes of blowing the whistle. Through this analysis, the authors identify five factors known to influence effective Whistleblowing: type of Whistleblowing, role of mass media, documentation of evidence, retaliation, and legal protection. Those factors are then evaluated through a case study method (e.g. archival and pattern-matching research methodology).
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Whistleblowing in Peru
Whistleblowing in the World, 2017Co-Authors: Carmen R. ApazaAbstract:Apaza analyzes the first publicly known Whistleblowing case in Peru during the Fujimori administration. The chapter also draws attention to the crucial structural and organizational changes that the Whistleblowing case caused in the entire executive branch as many officials were fired, including the whistleblower. Apaza highlights the role of external Whistleblowing mass media (i.e. TV channels and newspapers) and strong evidence (i.e. videos of illegal activity, thousands of pages of documents submitted to Congress and the public prosecutor) influencing the effectiveness of the Whistleblowing case. Big reforms were made in government because of this case even though there was no legal protection against retaliation.
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What Makes Whistleblowing Effective
Public Integrity, 2014Co-Authors: Carmen R. Apaza, Yongjin ChangAbstract:Through an original comparative framework, as well as archival and pattern-matching research methodologies, this project analyzes two cases to ascertain the factors that make for effective Whistleblowing. The study concludes that external Whistleblowing, mass media publicity, and strong evidence are essential components of effective Whistleblowing. When there is a lack of proper legal protection, whistleblowers experience brutal retaliation even if the Whistleblowing actions successfully stop wrongdoing.
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What Makes Whistleblowing Effective: Whistleblowing in Peru and South Korea
Public Integrity, 2011Co-Authors: Carmen R. Apaza, Yongjin ChangAbstract:Through an original comparative framework, as well as archival and pattern-matching research methodologies, this project analyzes two cases to ascertain the factors that make for effective Whistleblowing. The study concludes that external Whistleblowing, mass media publicity, and strong evidence are essential components of effective Whistleblowing. When there is a lack of proper legal protection, whistleblowers experience brutal retaliation even if the Whistleblowing actions successfully stop wrongdoing.
