Making Sense of Whistle-Blowing's Antecedents: Learning from Research on Identity and Ethics Programs

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Predicting employee reactions to perceived organizational wrongdoing: Demoralization, justice, proactive personality, and whistle-blowing (2012, background): “A second reason is that blowing the whistle may be at least partially motivated by anger, moral outrage, or other emotions (e.g. Gundlach et al., 2003; Vadera et al., 2009); if so, a cool calculation about evidence may not occur.”
Constructive Deviance in Organizations (2013, background): “They are thus motivated to “bend the rules” or deviate from the formal and informal norms of the organization as far as it helps the organization (Vadera et al., 2009).”
Ethics, Values, Virtues, and Character Strengths in Mindfulness-Based Interventions: a Psychological Science Perspective (2015, background): “Through a process known as whistle-blowing, employees who report illegal or unethical activities can have a significant impact on organizational behavior (Vadera et al. 2009).”
The whistleblower's dilemma and the fairness–loyalty tradeoff (2013, unknown): “Theoretical discussion of organizational whistleblowing sees " whistleblowing as entirely compatible with employee loyalty " (Larmer, 1992, p. 125) and indicates that " whistle-blowers have been argued to be more loyal to the organization than inactive observers " (Vadera et al., 2009, p. 558).”