The influence of organizational justice on accountant whistleblowing

By Deborah L. Seifert, John T. Sweeney, J. Joireman, John M. Thornton. 2010

251 citations recorded by the source corpus.

Subfields: Accounting, Information Systems and Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/bfde19e76a006051ecb56b370bfb527a732f1093

How researchers see this paper

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

In Accounting

1. Charbel José Chiappetta Jabbour
2. Hengky Latan
3. Christian M. Ringle
4. Eileen Z. Taylor
5. Mary B. Curtis
6. Russell S. Cropanzano

In Information Systems and Management

1. Hengky Latan
2. Charbel José Chiappetta Jabbour
3. Christian M. Ringle
4. Eileen Z. Taylor
5. Mary B. Curtis
6. James R. Van Scotter
7. Michael T. Rehg
8. Y. Cho

In Sociology and Political Science

1. Jonathan R. Crawshaw
2. Eileen Z. Taylor
3. Charbel José Chiappetta Jabbour
4. Hengky Latan
5. Thierry Nadisic
6. C. Bell
7. Marcia P. Miceli
8. Hyunjin Song

Citations in the corpus

• Ethical Leadership and Internal Whistleblowing: A Mediated Moderation Model (2017, background): “More probably, they predict that they will encounter unexpected retaliation owing to the complicated entanglement of interests in such a highly political situation (Seifert et al. 2010).”
• Whistleblowing Intentions Among Public Accountants in Indonesia: Testing for the Moderation Effects (2016, background): “A pro-social behaviour is intended to be socially beneficial and motivated, although exceptions can be noticed, such as revenge (Seifert et al., 2010) and others 1”
• Determinants of Whistleblowing Within Government Agencies (2015, background): “458 Public Personnel Management 44(4) Seifert et al. (2010) emphasized the importance of organizational justice in increasing the whistleblowing behavior.”
• Organizational justice: New insights from behavioural ethics (2013, background): “, 2006), bring ethical issues to the attention of management (Treviño and Weaver, 2001), and sometimes will encourage whistleblowing (Seifert et al., 2010).”
• Whistleblowing Intentions of Lower-Level Employees: The Effect of Reporting Channel, Bystanders, and Wrongdoer Power Status (2015, background): “For example, perceived organizational justice (Seifert et al. 2010), the supervisor’s support (Sims and Keenan 1998), the organization’s propensity to encourage whistleblowing (Mesmer-Magnus and Viswesvaran 2005) and public industry type (Perry and Wise 1990) are strongly and positively related to e”
• Predicting employee reactions to perceived organizational wrongdoing: Demoralization, justice, proactive personality, and whistle-blowing (2012, background): “…justice (PCJ) The Structural Model of whistle-blowing in US law is ‘premised on the assumption that when a company establishes a visible, earnest, and formal internal channel for disclosing wrongdoing, employees are more likely to report misconduct (Moberly, 2006)’ (Seifert et al., 2010: 709).”
• Whistleblowing in Audit Firms: Organizational Response and Power Distance (2013, background): “Indeed, perceptions of both procedural justice (operationalized as the existence of fair reporting procedures) and distributive justice (fairness of outcomes) are positively associated with increased whistleblowing (Seifert et al. 2010).”