Whistleblowing is often about disclosing wrongdoings by members of organisations to persons or organisations that may be able to effect action. Media would at times publish stories of whistleblowers who engage in ‘heroic’ acts of exposing wrongdoings at work, but the whistlebowers often face significant negative consequences of their whistleblowing efforts. This book examines effects of national and organisational cultures on the whistleblowing decisions of employees. The book provides empirical evidence of association between organisational culture and whistleblowing and there appears to be a lower likelihood of whistleblowing in organisations that focus more on the cultural dimensions of respect for people, innovation and stability. It also illustrates how remaining silent or blowing the whistle in response to observed wrongdoings affects employees’ key work-related attitudes. This book would interest those wish to gain better understanding of the relationship between culture and whistleblowing in organisations.
Table of Contents
1. Introduction to Whistleblowing 2. The Antecedents of Whistleblowing: A Cross-Cultural Comparison of Australia and Pakistan 3. Does Organisational Culture Affect Whistleblowing Decisions? 4. Whistleblowing and Employees’ Work-Related Attitudes 5. Conclusion
Moeen Umar Cheema researches on management accounting, business ethics and related subjects.
Rahat Munir is Professor and Head of Department of Accounting and Corporate Governance, Macquarie University.
Sophia Su is Associate Professor at the Department of Accounting and Corporate Governance, Macquarie University.