دانلود رایگان مقاله آگاهی مدیران در مورد مسائل مربوط به افشای اسرار

عنوان فارسی
پس از تخلف: مدیران در مورد افشای اسرار چه چیزهایی را باید بدانند؟
عنوان انگلیسی
After the wrongdoing: What managers should know about whistleblowing
صفحات مقاله فارسی
0
صفحات مقاله انگلیسی
10
سال انتشار
2015
نشریه
الزویر - Elsevier
فرمت مقاله انگلیسی
PDF
کد محصول
E2580
رشته های مرتبط با این مقاله
مدیریت
گرایش های مرتبط با این مقاله
مدیریت کسب و کار، مدیریت استراتژیک
مجله
افق کسب و کار - Business Horizons
دانشگاه
دانشکده کسب و کار، دانشگاه ایندیانا، امریکا
کلمات کلیدی
سازمانی، تخلف، افشای اسرار داخلی، افشای اسرار خارجی، انتقام افشاگران، اخلاق کسب و کار
چکیده

Abstract


Most of us are likely at some point to observe wrongdoing in our organizations, and some of us will blow the whistle to someone with the authority to put a stop to the wrongdoing. Or we may be managers, inspectors, or auditors who serve as the official ‘complaint recipient’ when one of our colleagues wants to report wrongdoing in the organization. Whether we blow the whistle or are tasked with cleaning up after someone else does so, we are better off knowing in advance how the whistleblowing process usually plays out. In this article we discuss the pragmatic implications of 30 years of systematic research about whistleblowing: who does it and when, and why they choose to report the wrongdoing internally (within the organization) or externally (to outsiders). To avoid external whistleblowing, which entails all sorts of costs for the organization, we recommend that managers take clear steps: investigate the allegations, make the results of the investigation known to those affected, correct the problem if one is found, and avoid reprisal against whistleblowers. These actions can increase the chance that information about organizational wrongdoing stays inside the organization, where it may be remedied, instead of being made public.

نتیجه گیری

2. Conclusions


We read about sensational cases of organizational wrongdoing and contentious whistleblowing cases in media outlets and often assume thatthisistypical of all organizations and all whistleblowers. In fact, findings from systematic social science research using random samples of employees from specified organizations, completed over the past 30 years, have been remarkably consistent and imply specific recommendations for managers. Many managers will at some point observe wrongdoing, and some will blow the whistle themselves–—or they will serve as the official complaint recipient when one of their subordinates or colleagues wants to report wrongdoing in the organization. Either way, managers who know something about the typical whistleblowing process will be forewarned and forearmed.


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