INSTITUTIONALISING A VALUE ENACTED DOMINANT ORGANISATIONAL CULTURE: AN IMPETUS FOR WHISTLEBLOWING
·whistle blmving on organisationa l ·wrongdoi ng is becoming increasingly prevalent. However, a renewa} of existing literature reveals that every potential whistle blower is not a1ways inclined to blow the whistle. despite protection being accorded to whistle blowers through legislation _ The cost o...
| Main Authors: | , |
|---|---|
| Other Authors: | |
| Format: | Text |
| Language: | English |
| Subjects: | |
| Online Access: | http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.1025.9243 http://ir.dut.ac.za/bitstream/handle/10321/1161/DUT-001273%20PDF%20%28Published%20version%29.pdf%3Bjsessionid%3D67355EE7EDF72EFE43A44A90E3842256?sequence%3D1 |
| Summary: | ·whistle blmving on organisationa l ·wrongdoi ng is becoming increasingly prevalent. However, a renewa} of existing literature reveals that every potential whistle blower is not a1ways inclined to blow the whistle. despite protection being accorded to whistle blowers through legislation _ The cost of blowing the whistle can be a deterrent to p otential whistle blowers. It is quite plausible that an organisational culture which institutionalizes a dominant value based system can decrease whistle blowers expectations of retaliation. The purpose of this artide is to provide a conceptual framework for a dominant value enacted organisational culture whkh can serve as an impetus for whistle blowing in the public sector. It is important that organisations make their value systems "lived. practices to motivate potential whistleblowers to report on wrongdoing _ It can be a1·gued that the institutionalisation of enacted values can lead to low perceptions of retaliation, which is often a deterrent in blowing the whistle. |
|---|