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References for Promoting internal whistleblowing in organizations
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Further reading
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Key references
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Robinson, S.N., J. C. Robertson, and M. B. Curtis. “The Effects of Contextual and Wrongdoing Attributes on Organizational Employees’ Whistleblowing Intentions following Fraud.” Journal of Business Ethics 106 (2012): 213-227. Key reference: [1]
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Bowen, R.M., A.C. Call, and S. Rajgopal. “Whistle-Blowing: Target Firm Characteristics and Economic Consequences.” The Accounting Review 85:4 (2010): 1239-1271. Key reference: [2]
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Mesmer-Magnus, J., and C. Viswesvaran. “Whistleblowing in Organizations: An Examination of Correlates of Whistleblowing Intentions, Actions, and Retaliation.” Journal of Business Ethics 62 (2005): 277–297. Key reference: [3]
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Miceli, M.P., J.P. Near, and T.M. Dworkin. “A Word to the Wise: How Managers and Policy-Makers can Encourage Employees to Report Wrongdoing.” Journal of Business Ethics 86 (2009): 379–396. Key reference: [4]
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Butler, J.V., D. Serra, and G. Spagnolo. “Motivating Whistleblowers.” Management Science 66:2 (2019): 605-621. Key reference: [5]
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Mrowiec, D. “Factors influencing internal whistleblowing. A systematic review of the literature.” Journal of Economics and Management 44 (2022): 142-186. Key reference: [6]
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Heese, J., and G. Pérez Cavazos. “The Effect of Retaliation Costs on Employee Whistleblowing.” Journal of Accounting & Economics 71: 2-3 (2021): 101385. Key reference: [7]
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M. P., Near, J. P., Rehg, M. T. and Van Scotter, J. R. “Predicting employee reactions to perceived organizational wrongdoing: Demoralization, justice, proactive personality, and whistle-blowing.” Human Relations, 65:8 (2012), 923-954. Key reference: [8]
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Bereskin, F., T. Campbell, and S. Kedia. “Whistle Blowing, Forced CEO Turnover, and Misconduct: The Role of Socially Minded Employees and Directors.” Management Science 66:1 (2019): 24-42. Key reference: [9]
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Wainberg, J., and S. Perreault. “Whistleblowing in Audit Firms: Do Explicit Protections from Retaliation Activate Implicit Threats of Reprisal?” Behavioral Research in Accounting 28:1 (2016): 83-93. Key reference: [10]
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Bigoni, M., S.-O. Fridolfsson, C. Le Coq, and G. Spagnolo. “Fines, Leniency and Rewards in Antitrust.” The RAND Journal of Economics 43:2 (2012): 368-390. Key reference: [11]
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Kaptein, M. “From Inaction to External Whistleblowing: The Influence of the Ethical Culture of Organizations on Employee Responses to Observed Wrongdoing.” Journal of Business Ethics 98:3 (2011): 513–30. Key reference: [12]
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Cailler, J.G., and Y. Sa. “Do transformational-oriented leadership and transactional-oriented leadership have an impact on whistleblowing attitudes? A longitudinal examination conducted in US federal agencies.” Public Management Review 19:4 (2017): 406-422. Key reference: [13]
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Robinson, S.N., J. C. Robertson, and M. B. Curtis. “The Effects of Contextual and Wrongdoing Attributes on Organizational Employees’ Whistleblowing Intentions following Fraud.” Journal of Business Ethics 106 (2012): 213-227.