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.
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