Ethical Climate Theory, Whistle-blowing, and the Code of Silence in Police Agencies in the State of Georgia

By Gary R. Rothwell, J. Baldwin. 2007

183 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/67ce2c9920c93a79c55524a12bba075386b787d9

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Citations in the corpus

Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “…2011), purchasing social responsibility (Blome & Paulraj, 2012), turnover intentions (Stewart, Volpone, Avery, & McKay, 2011), organizational citizenship behavior in general (Shin, 2012), and employees’ willingness to address and report organizational problems (Rothwell & Baldwin, 2006, 2007).”
From Inaction to External Whistleblowing: The Influence of the Ethical Culture of Organizations on Employee Responses to Observed Wrongdoing (2009, background): “In organizations with a low level of discussability, where a “code of silence” (Rothwell & Baldwin, 2007) or an atmosphere prevails that is antagonistic to the exposure of wrongdoing (Miceli & Near, 2002), employees will believe that dissidence and speaking up is undesirable (Miceli & Near, 1984).”
The Determinants of Alternative Forms of Workplace Voice (2012, background): “Similarly, policies mandating the reporting of wrongdoing have been found to increase the use of whistle-blowing, arguably because such policies legitimize voice regarding the behavior of leaders (Rothwell & Baldwin, 2007b).”
Constructive Deviance in Organizations (2013, background): “Rothwell and Baldwin (2007) reported findings from a study that investigated the relationship between organizational climate and police whistle-blowing on five forms of misconduct in the state of Georgia.”
Bad Apples, Bad Barrels, and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership (2011, methodology): “Drawing on the whistle-blowing literature, it is widely accepted that certain normative practices, such as organizational silence codes, permit climates where fraud, waste, and abuse have the opportunity to flourish (Rothwell & Baldwin, 2006).”
Blind loyalty? When group loyalty makes us see evil or engage in it (2016, background): “And, in the military, police forces, street gangs, and organizations more broadly, loyalty helps foster cultures of crime by demanding members’ silence to others’ transgressions (Elliston, 1982; Graham & Keeley, 1992; Hacker, 1978; Jones, 2010; Rothwell & Baldwin, 2007; Skolnick, 2002).”
Organizational ethical climate, perceived organizational support, and employee silence: A cross-level investigation (2013, background): “However, ethical climate, an organizational contextual factor that is considered to be closely related to employees’ willingness to report organizational problems including incidents of corruption (Rothwell and Baldwin, 2006, 2007), has remained scarcely explored.”
Making Sense of Whistle-Blowing's Antecedents: Learning from Research on Identity and Ethics Programs (2009, background): “Rothwell and Baldwin (2007) obtained data from 198 police officers and 184 civilian employees in Georgia and reported that a friendship”
Determinants of Whistleblowing Within Government Agencies (2015, background): “…the latter contain organizational justice (Seifert et al., 2010), support from supervisors and co-workers (Mesmer-Magnus & Viswesvaran, 2005), threats to retaliation (Keenan, 1990; King, 1997), organizational size (Miceli & Near, 1985), and ethical climate of team (Rothwell & Baldwin, 2007).”