From Inaction to External Whistleblowing: The Influence of the Ethical Culture of Organizations on Employee Responses to Observed Wrongdoing
2009-08-19
Research Paper
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Putting measures in place to prevent wrongdoing in organizations is important, but de-tecting and correcting wrongdoing is just as vital. Employees who observe wrongdoing should therefore be encouraged to respond in a manner that supports corrective action. This paper examines the influence of the ethical culture of organizations on employee responses to observed wrongdoing. The findings show that, contrary to transparency and congruency of management, many other dimensions of ethical culture were negatively related to inaction and external whistleblowing and positively related to direct interven-tion, reporting to management and calling an ethics hotline. The model used for ethical culture explained 27.5% of intended responses by employees.
- G3 : Corporate Finance and Governance
- M14 : Corporate Culture; Social Responsibility
- M : Business Administration and Business Economics; Marketing; Accounting
- F23 : Multinational Firms; International Business
- wrongdoing
- employee
- organization
- management
- whistleblowing
- ethic
- miceli
- ethics hotline
- culture
- response
- report
- dimension
- hotline
- business ethics
- study
- journal
- business
- research
- clarity
- action
