Organizational Culture: A Framework and Strategies for Facilitating Employee Whistleblowing

By B. Berry. 2004

202 citations recorded by the source corpus.

Subfields: Information Systems and Management, Safety Research, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/729cf79a5953097b0ad6fff77a63cd78cc14c512

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In Information Systems and Management

In Safety Research

In Sociology and Political Science

Citations in the corpus

From Inaction to External Whistleblowing: The Influence of the Ethical Culture of Organizations on Employee Responses to Observed Wrongdoing (2009, background): “Employees who observe wrongdoing are faced with the question “Do I stand up or do I stand by?” (Miceli & Near, 2006), “Do I tell or do I not tell?” (Berry, 2004), or “Do I snitch or do I not snitch” (Pershing, 2003).”
Determinants of Whistleblowing Within Government Agencies (2015, background): “When employees know what options are available and feasible, that knowledge will help them to make the decision to blow the whistle (Berry, 2004).”
Speaking Up at Work: The Role of Perceived Organizational Support in Explaining the Relationship Between Perceptions of Organizational Politics and Voice Behavior (2020, background): “For instance, these literatures show that employees are more likely to speak up through anonymous channels, particularly when the channel is administered by a third party, because there is less fear of retaliation (Berry, 2004; Culiberg & Mihelic, 2017; Gao et al., 2015).”
Whistleblowing in Organizations: An Examination of Correlates of Whistleblowing Intentions, Actions, and Retaliation (2005, background): “…in the organizational hierarchy and those that have been with the organization for longer are likely to have a greater understanding of, appreciation for, and commitment to the espoused values of the organization, and thus a greater desire to protect this culture (e.g., Berry, 2004; Schein, 1996).”