Corporate Governance and Whistleblowing: Corporate Culture and Employee Behaviour

Cover
Half Title
Series Information
Title Page
Copyright Page
Table of contents
Illustrations
1 Introduction to whistleblowing
	1.1 Background
	1.2 Motivations and research objectives
		1.2.1 To investigate the impact of national culture on whistleblowing
		1.2.2 To examine the association of organisational culture with  whistleblowing
		1.2.3 To investigate the influence of remaining as an inactive observer and whistleblowing on employees’ work-related attitudes
	1.3 Research methodology
		1.3.1 Australia and Pakistan as research setting
		1.3.2 Data collection procedures
		1.3.3 Data analysis procedures
	1.4 Outline of the research monograph
	Notes
	References
2 The antecedents of whistleblowing: A cross-cultural comparison of Australia and Pakistan
	2.1 Introduction
	2.2 Literature review
		2.2.1 Whistleblowing
		2.2.2 National culture
	2.3 Hypotheses development
		2.3.1 The effect of individualism versus collectivism
		2.3.2 The effect of power distance
		2.3.3 The effect of indulgence versus restraint
	2.4 Research methodology
		2.4.1 Selection of countries
		2.4.2 Sample selection and data collection
		2.4.3 Variable measurement
			2.4.3.1 Demographic variables
			2.4.3.2 National culture
			2.4.3.3 Whistleblowing
	2.5 Results and discussion
		2.5.1 Demographic characteristics
		2.5.2 Validation of cultural characteristics
		2.5.3 Whistleblowing
			2.5.3.1 Observation of wrongdoings
			2.5.3.2 The effect of individualism versus collectivism on employees’ whistleblowing decisions
			2.5.3.3 The effect of power distance on employees’ decisions to blow the whistle
			2.5.3.4 The effect of indulgence versus restraint on employees’ decisions to remain silent
	2.6 Conclusion
	2.7 Contributions and practical implications
	Notes
	References
3 Does organisational culture affect whistleblowing decisions?
	3.1 Introduction
	3.2 Literature review and hypotheses development
		3.2.1 Whistleblowing
		3.2.2 Organisational culture
		3.2.3 Respect for people
		3.2.4 Outcome orientation
		3.2.5 Teamwork
		3.2.6 Innovation
		3.2.7 Attention to detail
		3.2.8 Stability
	3.3 Research methods
		3.3.1 Sample selection and data collection
		3.3.2 Measurement of variables
			3.3.2.1 Independent variable: organisational culture
			3.3.2.2 Dependent variable: whistleblowing
			3.3.2.3 Control variables
	3.4 Results
		3.4.1 Demographic characteristics
		3.4.2 The association between organisational cultures and whistleblowing
		3.4.3 Additional analysis
	3.5 Conclusion and discussion
	Notes
	References
4 Whistleblowing and employees’ work-related attitudes
	4.1 Introduction
	4.2 Literature review and hypotheses development
		4.2.1 Whistleblowing and remaining inactive observer
		4.2.2 Employee’s work-related attitudes
		4.2.3 The association of remaining as an inactive observer with key  work-related attitudes.
		4.2.4 The association of whistleblowing with key work-related attitudes
	4.3 Research method
		4.3.1 Sample selection and data collection
		4.3.2 Measurement of variables
			4.3.2.1 Independent variables: non-observers, inactive observers, and whistleblowers
			4.3.2.2 Dependent variables: employees’ work-related attitudes
		4.3.3 Control variables
			4.3.3.1 Organisational culture
			4.3.3.2 Demographic variables
	4.4 Results
		4.4.1 Demographic characteristics
		4.4.2 One way analysis of variance showing differences in work-related attitudes of non-observers, inactive observers, ...
		4.4.3 The association of remaining as an inactive observer or becoming  a whistleblower with turnover intentions
		4.4.4 The association of remaining as an inactive observer or becoming a whistleblower with organisational commitment
		4.4.5 The association of remaining as an inactive observer or becoming a whistleblower with job-related stress
		4.4.6 The association of remaining as an inactive observer or becoming a whistleblower with job satisfaction
	4.5 Conclusion and discussion
	Notes
	References
5 Conclusion
	5.1 Key findings
	5.2 Contributions and implications
	5.3 Limitations and future research directions
	References
Appendix A Country Profile – Australia
	References
Appendix B Country Profile – Pakistan
	References
Appendix C Survey questionnaire
Index