Suchergebnisse

Corruption is a persistent problem that plagues the world. It knows no borders. It is a problem facing post-communist countries as they transition to democracies and market economies, as well as established democracies and other regimes. While the causes of corruption are varied, the tools often suggested to combat corruption include expanded use of whistleblowing in terms of incentives to encourage it and laws to protect whistleblowers. This article examines the role of whistleblowing as a tool to combat corruption. It describes the law and role of whistleblowing in a comparative context, focusing on the United States, the European Union, and Armenia. The article then concludes with recommendations regarding how whistleblowing could be strengthened, especially in Armenia, as an example of a post-communist state, to be an effective tool for addressing corruption.

Whistleblowing is a psychological process that involves the calculation of risks and benefits. While there exists a broad range of research on whistleblowing in the public sector, previous studies have not examined its entire process due to the limited focus on either whistleblowing intention or whistleblowing behavior. This study aims to fill this gap by applying the theory of planned behavior (TPB) to the whistleblowing context. Specifically, we examine how individual beliefs about the likely consequences of whistleblowing (attitude toward whistleblowing), others' expectations about whistleblowing (subjective norm), and the capability of blowing the whistle (perceived behavioral control) influence public employees' actual whistleblowing by way of their intention to report wrongdoings. A series of structural equation models are tested using data from the 2010 Merit Principles Survey. The findings show that the more the employees perceive that the consequences of whistleblowing are important, the more the key referents support whistleblowing, and the more the protections for whistleblowers are available, the more likely are their intentions to disclose wrongdoings and then actually engage in whistleblowing behavior. We conduct additional analyses for internal and external whistleblowers separately and find that there are both meaningful similarities and differences between the two groups. This study provides support for the validity of TPB as a theoretical framework for better understanding and explicating the psychological process of bureaucratic whistleblowing.

Il presente lavoro ha lo scopo di mostrare come il whistleblowing possa essere considerato un efficace rimedio alla piaga della corruzione. Il primo capitolo affronta gli aspetti più controversi della disciplina e cerca di rispondere ad una domanda: perché diventare un whistleblower? Il secondo capitolo, che è dedicato all'analisi del piano internazionale ed europeo, analizza non solo le numerose convenzioni venute alla luce negli Anni '90-2000 a livello internazionale, ma anche la recente direttiva dell'Unione Europea del 2019 in materia di whistleblowing. Il terzo capitolo offre una ricostruzione storica dell'evoluzione della disciplina esistente negli Stati Uniti, sia a livello federale che statale, con attenzione alle più recenti novità in materia. Infine, il quarto ed ultimo capitolo ripercorre i principali interventi compiuti dal legislatore italiano in materia di whistleblowing, partendo dalle normative di settore per arrivare alla legge 30 novembre 2017 n. 179.

ABSTRACTIn 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.

n June 2009 a conference was held at Middlesex University to mark the fact that whistleblowing legislation had been in force in the UK for a decade. This event included a public lecture and attracted delegates from a range of backgrounds, including academics, legal and management practitioners, trade unionists, whistleblowers and students. At the end of the conference the decision to establish an International Whistleblowing Research Network (IWRN) was taken. People can join this network simply by consenting to their email address being put on a list and used for distribution purposes. At the time of writing, October 2017, there are over 200 members of the network. The current convener of the network is David Lewis who can be contacted via d.b.lewis@mdx.ac.uk. Following the IWRN conferences in 2011, 2013 and 2015 two Ebooks 'Whistleblowing and Democratic Values' and 'Developments in whistleblowing research 2015' and a special issue of the E-Journal of International and Comparative Labour Studies were produced. Thus this Ebook, which uses material presented at the June 2017 IWRN conference held in Oslo, maintains the network's tradition of disseminating papers relevant to research in the field.

Given the prevalence and concealment of misconduct in the workplace, whistleblowing has become an important organizational control mechanism. In this study, we focused on the process by which ethical leadership influences employees to blow the whistle internally. We collected data via
a survey administered to the respondents, who were leader–member dyads in a large branch of the central bank in southern China. Hierarchical linear modeling results revealed that ethical leadership was positively related to internal whistleblowing by subordinates. We controlled for ethical
climate and found that collective moral potency as a component of the ethical environment, and employees' personal identification with their supervisors fully mediated the relationship between ethical leadership and internal whistleblowing. Theoretical and practical implications are discussed
and directions for future research are suggested.