The Decision to Blow the Whistle: A Social Information Processing Framework

By Michael J. Gundlach, Scott C. Douglas, Mark J. Martinko. 2003

374 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/7caafb89746fb0d6b7821344e6758b331048128d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Cognitive Neuroscience

1. Jin Cheng
2. Xijuan Yang
3. Haiqing Bai
4. Erika Henik
5. James R. Van Scotter
6. Michael T. Rehg
7. Janet P. Near
8. Heungsik Park

In Information Systems and Management

1. James R. Van Scotter
2. Michael T. Rehg
3. Jin Cheng
4. Xijuan Yang
5. Haiqing Bai
6. Marcia P. Miceli
7. Janet P. Near
8. Erika Henik

In Social Psychology

1. M. Bolino
2. Jin Cheng
3. Xijuan Yang
4. Haiqing Bai
5. Julie B. Olson-Buchanan
6. J. Gilstrap
7. James R. Van Scotter
8. Michael T. Rehg

Citations in the corpus

• Mad as Hell or Scared Stiff? The Effects of Value Conflict and Emotions on Potential Whistle-Blowers (2008, background): “This new model should help account for what currently seem to be irrational, impulsive or self-defeating decisions and behaviors by potential whistle-blowers (Gundlach et al., 2003).”
• Antecedents and Outcomes of Retaliation Against Whistleblowers: Gender Differences and Power Relationships (2008, background): “This measure is conceptually distinct from measures of the whistleblower’s power because it refers to the affective tone of the relationship to managers, a variable that may influence decision making in the whistle-blowing process as much as cognitive factors (Gundlach et al. 2003).”
• Wrongdoing by Consultants: An Examination of Employees’ Reporting Intentions (2005, background): “While the literature recognizes both reporting channels (Gundlach et al., 2003), experimental research has not simultaneously examined both reporting channels.”
• The Determinants of Alternative Forms of Workplace Voice (2012, background): “Furthermore, by imposing costs on some, this form of voice is likely to increase the risks associated with engaging in this form of voice (Gundlach et al., 2003).”
• Predicting employee reactions to perceived organizational wrongdoing: Demoralization, justice, proactive personality, and whistle-blowing (2012, methodology): “When integrated with the POB model of whistleblowing, this theory suggests that perceived co-worker opinions matter to observers (Gundlach et al., 2003); when they signal co-worker disapproval, observers may fear that retaliation, i.e. higher costs, could follow whistle-blowing.”