Whistleblowers: Broken Lives and Organizational Power

By M. Glazer, C. Alford. 2001

266 citations recorded by the source corpus.

Subfields: Information Systems and Management

View Paper: https://www.semanticscholar.org/paper/ccfd04dbcc2a8afef6c4947860320f2fbd17cd8b

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In Information Systems and Management

Citations in the corpus

Academic misconduct, misrepresentation and gaming: A reassessment (2019, result): “They also suggest that this creates an indirect cost in the form of mistrust, perhaps discouraging whistleblowers from raising concerns in public – a result that resonates with the literature on the costs that whistleblowers face (Alford, 2002).”
Reward Systems, Moral Reasoning, and Internal Auditors’ Reporting Wrongdoing (2008, background): “that individuals often put themselves at very substantial risk of losing their jobs eventually if they blow the whistle on organizations’ wrongdoing; the situation is probably more notable in private organizations than in public organizations (Alford 2001).”
Prozac leadership and the limits of positive thinking (2012, background): “Studies of whistleblowing, for example, reveal that those who speak ‘truth to power’ run significant risks (Alford, 2001).”
Leniency and Whistleblowers in Antitrust (2006, background): “Glazer and Glazer (1991) and Alford (2002) provide some good case studies and include many references.”
Perceptions of and reactions to leader toxicity: Do leader-follower relationships and identification with victim matter?☆ (2012, background): “Factors inhibiting employees' willingness to report wrongdoing include fear of retaliation (Alford, 2001; Near & Miceli, 1987) and fear of being rejected by other organizational members (Miceli & Near, 1988). Employees who remain silent are generally dissatisfied with their working environment. Char”
The UN Global Compact: The Challenge and the Promise (2004, background): “Changing the culture not just in society but also in the work place is axiomatic, as whistleblowing cases in South Africa illustrate, but reality is that organizations in South Africa as elsewhere are constantly battling to maintain their boundaries in an "eat-or-be-eaten competitive environment" [A”
Silence is golden? Characteristics and experiences of self-reported whistleblowers (2011, background): “Ostracism (Faulkner, 1998 ; Williams, Forgas, & von Hippel, 2005 ) is one type of informal negative reaction reported by whistleblowers (Alford, 2001 ; Rothschild & Miethe, 1999 ), and may include reactions such as being treated as “persona non grata” (Tucker, 1995 ) or as a “leper” (Peters & B”
Whistleblowing as Planned Behavior – A Survey of South Korean Police Officers (2009, background): “Whereas internal whistleblowers may be surprised at the response to their reporting (Alford, 2001), the external whistleblowers know they are taking a major step which will not be well received by the organization.”
Behavioral Coursework in Business Education: Growing Evidence of a Legitimacy Crisis (2003, background): “(Note, for example, the notoriously depressing evidence regarding what happens to legitimate "whistle-blowers" in organizations; Alford, 2001).”