Corporate Governance and Whistleblowing: Corporate Culture and Employee Behaviour (Routledge Studies in Corporate Governance)

"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"-- Provided by publisher 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 â••heroicâ•• acts of exposing wrongdoings Cover 1 Half Title 2 Series Information 3 Title Page 4 Copyright Page 5 Table of contents 6 Illustrations 7 1 Introduction to whistleblowing 10 1.1 Background 10 1.2 Motivations and research objectives 13 1.2.1 To investigate the impact of national culture on whistleblowing 13 1.2.2 To examine the association of organisational culture with whistleblowing 14 1.2.3 To investigate the influence of remaining as an inactive observer and whistleblowing on employees’ work-related attitudes 15 1.3 Research methodology 16 1.3.1 Australia and Pakistan as research setting 16 1.3.2 Data collection procedures 18 1.3.3 Data analysis procedures 19 1.4 Outline of the research monograph 19 Notes 20 References 21 2 The antecedents of whistleblowing: A cross-cultural comparison of Australia and Pakistan 29 2.1 Introduction 29 2.2 Literature review 31 2.2.1 Whistleblowing 31 2.2.2 National culture 34 2.3 Hypotheses development 35 2.3.1 The effect of individualism versus collectivism 35 2.3.2 The effect of power distance 36 2.3.3 The effect of indulgence versus restraint 38 2.4 Research methodology 39 2.4.1 Selection of countries 39 2.4.2 Sample selection and data collection 40 2.4.3 Variable measurement 41 2.4.3.1 Demographic variables 41 2.4.3.2 National culture 41 2.4.3.3 Whistleblowing 41 2.5 Results and discussion 42 2.5.1 Demographic characteristics 42 2.5.2 Validation of cultural characteristics 44 2.5.3 Whistleblowing 44 2.5.3.1 Observation of wrongdoings 44 2.5.3.2 The effect of individualism versus collectivism on employees’ whistleblowing decisions 45 2.5.3.3 The effect of power distance on employees’ decisions to blow the whistle 46 2.5.3.4 The effect of indulgence versus restraint on employees’ decisions to remain silent 47 2.6 Conclusion 48 2.7 Contributions and practical implications 51 Notes 53 References 55 3 Does organisational culture affect whistleblowing decisions? 66 3.1 Introduction 66 3.2 Literature review and hypotheses development 68 3.2.1 Whistleblowing 68 3.2.2 Organisational culture 70 3.2.3 Respect for people 71 3.2.4 Outcome orientation 71 3.2.5 Teamwork 72 3.2.6 Innovation 72 3.2.7 Attention to detail 73 3.2.8 Stability 73 3.3 Research methods 74 3.3.1 Sample selection and data collection 74 3.3.2 Measurement of variables 75 3.3.2.1 Independent variable: organisational culture 75 3.3.2.2 Dependent variable: whistleblowing 75 3.3.2.3 Control variables 78 3.4 Results 78 3.4.1 Demographic characteristics 78 3.4.2 The association between organisational cultures and whistleblowing 78 3.4.3 Additional analysis 81 3.5 Conclusion and discussion 82 Notes 85 References 85 4 Whistleblowing and employees’ work-related attitudes 94 4.1 Introduction 94 4.2 Literature review and hypotheses development 96 4.2.1 Whistleblowing and remaining inactive observer 96 4.2.2 Employee’s work-related attitudes 98 4.2.3 The association of remaining as an inactive observer with key work-related attitudes. 100 4.2.4 The association of whistleblowing with key work-related attitudes 101 4.3 Research method 103 4.3.1 Sample selection and data collection 103 4.3.2 Measurement of variables 104 4.3.2.1 Independent variables: non-observers, inactive observers, and whistleblowers 104 4.3.2.2 Dependent variables: employees’ work-related attitudes 104 4.3.3 Control variables 105 4.3.3.1 Organisational culture 105 4.3.3.2 Demographic variables 106 4.4 Results 106 4.4.1 Demographic characteristics 106 4.4.2 One way analysis of variance showing differences in work-related attitudes of non-observers, inactive observers, ... 107 4.4.3 The association of remaining as an inactive observer or becoming a whistleblower with turnover intentions 109 4.4.4 The association of remaining as an inactive observer or becoming a whistleblower with organisational commitment 109 4.4.5 The association of remaining as an inactive observer or becoming a whistleblower with job-related stress 111 4.4.6 The association of remaining as an inactive observer or becoming a whistleblower with job satisfaction 113 4.5 Conclusion and discussion 117 Notes 121 References 122 5 Conclusion 134 5.1 Key findings 134 5.2 Contributions and implications 137 5.3 Limitations and future research directions 139 References 140 Appendix A Country Profile – Australia 160 References 162 Appendix B Country Profile – Pakistan 164 References 167 Appendix C Survey questionnaire 168 Index 176