Journal of Business Ethics

, Volume 4, Issue 1, pp 1–16 | Cite as

Organizational dissidence: The case of whistle-blowing

  • Janet P. Near
  • Marcia P. Miceli


Research on whistle-blowing has been hampered by a lack of a sound theoretical base. In this paper, we draw upon existing theories of motivation and power relationships to propose a model of the whistle-blowing process. This model focuses on decisions made by organization members who believe they have evidence of organizational wrongdoing, and the reactions of organization authorities. Based on a review of the sparse empirical literature, we suggest variables that may affect both the members' decisions and the organization's responses.


Economic Growth Theoretical Base Empirical Literature Organization Member Power Relationship 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© D. Reidel Publishing Company 1985

Authors and Affiliations

  • Janet P. Near
  • Marcia P. Miceli

There are no affiliations available

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