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Decision-Making Process of Internal Whistleblowing Behavior in China: Empirical Evidence and Implications

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Abstract

In response to the lack of empirical studies examining the internal disclosure behavior in the Chinese context, this study tested a whistleblowing-decision-making process among employees in the Chinese banking industry. For would-be whistleblowers, positive affect and organizational ethical culture were hypothesized to enhance the expected efficacy of their whistleblowing intention, by providing collective norms concerning legitimate, management-sanctioned behavior. Questionnaire surveys were collected from 364 employees in 10 banks in the Hangzhou City, China. By and large, the findings supported the hypotheses. Issues of whistleblowing in the Chinese context and implications were discussed.

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  1. KPMG, Shanghai, Peoples’ Republic of China

    Julia Zhang

  2. Department of Management, Hong Kong Baptist University, Kowloon Tong, Hong Kong

    Randy Chiu & Liqun Wei

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  1. Julia Zhang
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  2. Randy Chiu
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Correspondence to Randy Chiu.

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Zhang, J., Chiu, R. & Wei, L. Decision-Making Process of Internal Whistleblowing Behavior in China: Empirical Evidence and Implications. J Bus Ethics 88 (Suppl 1), 25–41 (2009). https://doi.org/10.1007/s10551-008-9831-z

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