The purpose of this study was to examine the variables impacting on whistle-blowing intentions in the public services of two developing countries, South Africa and Mauritius. In particular, this study considers the barriers to whistle-blowing and the effect of demographic and cultural values on the perceptions of these barriers. The study finds major differences between South Africa and Mauritius with minor differences in regard to gender and education.
AjzenI. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50, 179-211.
2.
ApazaC. R.ChangG. Y. (2011). What makes whistleblowing effective?Public Integrity, 13, 113-130.
3.
AshfordS. J.RothbardN. P.PideritS. K.DuttonJ. E. (1998). Out on a limb: The role of context and impression management in selling gender equity issues. Administrative Science Quarterly, 43, 23-57.
4.
BarnettT.BassK.BrownG. (1996). Religiosity, ethical ideology, and intentions to report a peer’s wrongdoing. Journal of Business Ethics, 15, 1161-1174.
5.
BerryB. (2004). Organisational culture: A framework and strategies for facilitating employee whistleblowing. Employee Research & Rights Journal, 16, 1-11.
6.
BjørkeloB.EinarsenS.MatthiesenS. B. (2010). Predicting proactive behaviour at work: Exploring the role of personality as an antecedent of whistleblowing behaviour. Journal of Occupational and Organizational Psychology, 83, 371-394.
7.
BouvilleM. (2008). Whistleblowing and morality. Journal of Business Ethics, 81, 579-585.
8.
BrewerG. A.SeidenS. C. (1998). Whistleblowers in the federal civil service: New evidence of the public service ethic. Journal of Public Administration Research & Theory, 8, 413-439.
9.
ByrneB. M. (2001). Structural equation modeling with AMOS: Basic concepts, applications and programming. Hillsdale, NJ: Lawrence Erlbaum.
10.
CallahanE. S.CollinsJ. W. (1992). Employee attitudes toward whistleblowing: Management and public policy implications. Journal of Business Ethics, 11, 939-948.
11.
CallikanS. (2007). National integrity system: Transparency international country report Mauritius 2007. Retrieved from www.transparency.org/policyresearch
12.
CheneM. (2009). Good practice in whistleblowing legislation: U4 anti-corruption resources centre. Available from www.unpan1.un.org
13.
ChiuR. K. (2002). Ethical judgment, locus of control, and whistleblowing intention: A case study of mainland Chinese MBA students. Managerial Auditing Journal, 17, 581-588.
14.
ChiuR. K. (2003). Ethical judgment and whistleblowing intention: Examining the moderating role of locus of control. Journal Business Ethics, 43, 65-74.
15.
De MariaW. (2008). Whistleblower protection: Is Africa ready?Public Administration & Development, 25, 217-226.
16.
DorasamyN. (2010). From self-interest to public interest: Promoting higher levels of business ethics. African Journal of Business Management, 4, 49-55.
17.
DuttonJ. E.AshfordS. J.O’NeillR. M.HaysE.WierbaE. E. (1997). Reading the wind: How middle managers assess the context of selling issues to top managers. Strategic Management Journal, 18, 407-425.
18.
DuttonJ. E.AshfordS. J.O’NeillR. M.LawrenceK. L. (2001). Moves that matter: Issue selling and organizational change. Academy of Management Journal, 4, 716-736.
19.
DworkinT. M.BaucusM. S. (1998). Internal vs external whistleblowers: A comparison of the whistleblowing processes. Journal of Business Ethics, 17, 1281-1298.
20.
DworkinT. M.NearJ. P. (1997). A better statutory approach to whistleblowing. Business Ethics Quarterly, 7, 1-16.
21.
ElangoB.PaulK.KunduS. K.PaudelS. K. (2010). Organizational ethics, individual ethics, and ethical intentions in international decision-making. Journal of Business Ethics, 97, 543-561.
22.
FordD. G. (2010). The ethical duties and prohibitions affecting the decision of an attorney to blow the whistle on an organisation client. Mustang Journal of Law & Legal Studies, 1, 44-51.
23.
GoldmanB. (2001). Toward an understanding of employment discrimination claiming: An integration of organisational justice and social information processing theories. Personnel Psychology, 54, 361-386.
24.
GrahamJ. W. (1986). Principled organisational dissent: A theoretical essay. Research in Organisational Behavior, 8, 1-52.
25.
HairJ. F.AndersonR. E.TathamR. L.BlackW. C. (1998). Multivariate data analysis. Upper Saddle River, NJ: Prentice Hall.
26.
HannahD. R. (2007). An examination of the factors that influence whether newcomers protect or share secrets of their former employers. Journal of Management Studies, 44, 465-487.
27.
HenikE. (2008). Mad as hell or scared stiff? The effects of value conflict and emotions on potential whistle-blowers. Journal of Business Ethics, 80, 111-119.
28.
HofstedeG. (1980). Culture’s consequences: International differences of work related values. Beverly Hills, CA: Sage.
29.
HofstedeG.HofstedeG. J.MinkovM. (2010). Cultures and organisations: Software of the mind. London, England: McGraw-Hill.
30.
HooksK. L.KaplanS. E.SchultzJ. J.PonemonL. A. (1994). Enhancing communication to assist in fraud prevention and detection; Comment: Whistleblowing as an internal control mechanism: Individual and organisation considerations. Auditing, 13, 86-115.
31.
HuangT. P. (2011). Comparing motivating work characteristics, job satisfaction, and turnover intention of knowledge workers and blue-collar workers, and testing a structural model of the variables’ relationships in China and Japan. The International Journal of Human Resource Management, 22, 924-944.
32.
HuntS. D.VitellS. (1986). A general theory of marketing ethics. Journal of Macromarketing, 6, 5-16.
33.
HuntonJ. E.RoseJ. M. (2011). Effects of anonymous whistleblowing and perceived reputation threats on investigations of whistleblowing allegations by audit committee members. Journal of Management Studies, 48, 75-97.
34.
HwangD. A.StaleyB.ChenY. T.LanJ. S. (2008). Confucian culture and whistleblowing by professional accountants: An exploratory study. Managerial Auditing Journal, 23, 504-526.
35.
JacksonT. (2000). Management ethics and corporate policy: A cross-cultural comparison. Journal of Managerial Studies, 37, 349-369.
36.
JonesT. M. (1991). Ethical decision making by individuals in organisations: An issue contingent model. Academy of Management Review, 16, 366-395.
37.
KaplanE. (2001, Fall/Winter). The international emergence of legal protection of whistleblowers. The Journal of Public Inquiry, pp. 37-42.
38.
KapteinM. (2011). From inaction to external whistleblowing: The influence of the ethical culture of organisations on employee responses to observed wrongdoing. Journal of Business Ethics, 98, 513-530.
39.
KeenanJ. P. (1995). Whistle blowing and the first-level manager: Determinants of feeling obliged to blow the whistle. Journal of Social Behaviour & Personality, 10, 571-584.
40.
KeenanJ. P. (2000). Blowing the whistle on less serious forms of fraud: A study of executives and managers. Journal of Employee Responsibility & Rights, 12, 199-217.
41.
KingG. I. (1997). The effects of interpersonal closeness and issue seriousness on blowing the whistle. Journal of Business Communications, 34, 419-436.
42.
KingG. I. (1999). The implications of an organisation’s structure on whistleblowing. Journal of Business Ethics, 20, 315-326.
43.
LeeJ. Y.HeilmannS. G.NearJ. P. (2004). Blowing the whistle on sexual harassment: Test of a model of predictors and outcomes. Human Relations, 57, 297-322.
44.
LewisD. (2011). Whistleblowing in a changing legal climate: Is it time to revisit our approach to trust and loyalty at the workplace?Business Ethics: A European Review, 20, 71-87.
45.
LewisD.UysT. (2007). Protecting whistleblowers at work: A comparison of the impact of British and South African legislation. Managerial Law, 49, 76-92.
46.
MacNabB.BrislinR.WorthleyR.GalperinB. L.JennerS.LituchyT. R.. . . TurcotteM. F. (2007). Culture and ethics management: Whistleblowing and internal reporting within a NAFTA country context. International Journal of Cross Cultural Management, 7, 5-28.
47.
MafunisaM. J. (2008). Public service ethics. Kenwyn, UK: Juta.
48.
McNairC. J. (1991). Proper compromises: The management control dilemma in public accounting and its impact on auditor behavior. Accounting, Organisations and Society, 16, 635-653.
49.
Mesmer-MagnusJ. R.ViswesvaranC. (2005). Whistleblowing in organisations: An examination of correlates of whistleblowing intentions, actions, and retaliation. Journal of Business Ethics, 62, 277-297.
50.
MiceliM. P.NearJ. P. (1984). The relationships among beliefs, organisational position, and whistleblowing status: A discriminant analysis. Academy of Management Journal, 27, 687-705.
51.
MiceliM. P.NearJ. P. (1985). Characteristics of organisational climate and perceived wrongdoing associated with whistleblowing decisions. Personnel Psychology, 38, 525-544.
52.
MiceliM. P.NearJ. P. (1988). Individual and situational correlates of whistleblowing. Personnel Psychology, 41, 267-282.
53.
MiceliM. P.NearJ. P. (1992). Blowing the whistle. Hamilton, NJ: Macmillan.
54.
MiceliM. P.NearJ. P. (2002). What makes whistleblowers effective? Three field studies. Human Relations, 55, 455-479.
55.
MillerL. E.GrushJ. E. (1988). Improving predictions in expectancy theory research: Effects of personality, expectancies, and norms. Academy of Management Journal, 31, 107-122.
56.
MillikenF. J.MorrisonE. W.HewlinP. F. (2003). An exploratory study of employee silence: Issues that employees don’t communicate upward and why. Journal of Management Studies, 40, 1453-1476.
57.
MitchellT. R. (1974). Expectancy models of job satisfaction, occupational preference, and effort: A theoretical and methodological appraisal. Psychology Bulletin, 81, 1053-1077.
58.
NearJ. P.MiceliM. P. (1985). Organisational dissidence: The case of whistleblowing. Journal Business Ethics, 4, 1-16.
59.
NearJ. P.MiceliM. P. (1996). Whistleblowing: Myth and reality. Journal of Management, 22, 507-526.
60.
ParkH.BlenkinsoppJ. (2009). Whistleblowing as planned behavior: A survey of South Korean police officers. Journal of Business Ethics, 85, 545-556.
61.
PillayS. (2004). Corruption, the challenge to good governance: A South African perspective. International Journal of Public Sector Management, 17, 586-605.
62.
PillayS. (2008). A cultural ecology of NPM. International Review of Administrative Sciences, 74, 373-394.
63.
PillayS. (2014). Development Corruption in South Africa. New York, NY: Palgrave Macmillan.
64.
PillayS.DorasamyN. (2011). Systemic factors moderating effective whistleblowing: An exploratory study into a public service organisation. African Journal of Business Management, 5, 9429-9439.
65.
PillayS.DorasamyN.VranicV. (2012). Exploring whistleblowing intentions in South Africa: A quantitative analysis. African Journal of Business Management, 6, 2529-2548.
66.
PillayS.KluversR. (2014). An institutional theory perspective on corruption: The case of a developing democracy. Financial Accountability & Management, 30, 95-119.
67.
PremeauxS. F.BedeianG. A. (2003). Breaking the silence: The moderating effects of self-monitoring in predicting speaking up in the workplace. Journal of Management Sciences, 40, 1537-1562.
68.
RothschildJ.MietheT. D. (1999). Whistleblower disclosures and management retaliation: The battle to control information about organisational corruption. Work & Occupation, 26, 107-128.
69.
RothwellG. R.BaldwinJ. N. (2006). Ethical climates and contextual predictors of whistleblowing. Review of Public Personnel Administration, 26, 216-244.
70.
RothwellG. R.BaldwinJ. N. (2007). Ethical climate theory, whistleblowing, and the code of silence in police agencies in the state of Georgia. Journal of Business Ethics, 70, 34-36.
71.
SagivL.SchwartzS. (2000). National cultures: Implications for organisational structure and behaviour. In AshkanasyN. N.WilderomC.PetersonM. F. (Eds.), The handbook of organisational culture and climate (pp. 417-436). Newbury Park, CA: Sage.
72.
SamaratungeR.PillayS. (2011). Governance in developing countries Sri Lanka and South Africa compared. International Journal of Public Administration, 34, 389-398.
73.
SchwartzS. H. (1994). Beyond individualism-collectivism: New cultural dimensions of values. In KimU.TriandisH. C.KagitçibasiC.ChoiS. C.YoonG. (Eds.), Individualism and collectivism: Theory, method and applications (pp. 85-119). Newbury Park, CA: Sage.
74.
SchwartzS. H. (1999). Cultural value differences: Some implications for work. Applied Psychology: An International Review, 48, 23-48.
75.
SchwartzS. H.RosM. (1995). Values in the West: A theoretical and empirical challenge to the individualism collectivism cultural dimension. World Psychology, 1, 91-122.
76.
SchwartzS. H.SagieG. (2000). Value consensus and importance: A cross-national study. Journal of Cross-Cultural Psychology, 32, 465-497.
77.
SeifertD. L. (2006). The influence of organisational justice on the perceived likelihood of whistleblowing (Unpublished doctoral dissertation). Washington State University, Pullman.
78.
SimsR. L.KeenanJ. P. (1998). Predictors of external whistleblowing: Organizational and intrapersonal variables. Journal of Business Ethics, 17, 411-421.
79.
SimsR. L.KeenanJ. P. (1999). A cross-cultural comparison of managers’ whistleblowing tendencies. International Journal of Value-Based Management, 12, 137-151.
80.
SmithP. B.DuganS.TrompenaarsF. (1996). National culture and managerial values: A dimensional analysis across 43 nations. Journal of Cross-Cultural Psychology, 27, 252-285.
81.
TavakoliA. A.KeenanJ. P.Crrijak-KaranovicB. (2003). Culture and whistleblowing: An empirical study of Croatian and United States Managers utilising Hofstede’s cultural dimensions. Journal of Business Ethics, 43, 49-64.
82.
TaylorE.CurtisM. (2010). An examination of the layers of workplace influences in ethical judgments: Whistleblowing likelihood and perseverance in public accounting. Journal of Business Ethics, 93, 21-37.
TeoH.CasperszD. (2011). Dissenting discourse: Exploring alternatives to the whistleblowing/silence dichotomy. Journal of Business Ethics, 104, 237-249.
85.
TreviñoL. K.YoungbloodS. A. (1990). Bad apples in bad barrels: A casual analysis of ethical decision-making behavior. Journal of Applied Psychology, 75, 378-385.
86.
TruelsonJ. A. (1989). Implications of whistleblowing for public administration education. Policy Studies Review, 8, 871-876.
87.
UysT. (2004, September1-3). The protection of whistleblowers: Should we and could we?Paper presented at the 4th Annual Conference of Ben-Africa, Zanzibar.
88.
UysT. (2005, July5-9). Betrayal, loyalty and trust: The social psychology of whistle blowing. Paper presented at the 37th World Congress of the International Institute of Sociology: Frontiers of Sociology, Stockholm, Sweden.
89.
UysT. (2008). Rational loyalty and whistleblowing: The South African context. Current Sociology, 56, 904-921.
90.
UysT. (2011). Whistleblowing: The South African experience. In ArszutowiczM.GasparskiW. (Eds.), Whistleblowing: In defense of proper action (pp. 159-170). New Brunswick, NJ: Transaction Publishers.
91.
WaplesC. J.CulbertsonS. S. (2011). Best-laid plans: Can whistleblowing on project problems be encouraged?Academy of Management Perspectives, 25, 80-82.
92.
WeaverG. (2001). Ethics programs in global business: Culture’s role in managing ethics. Journal of Business Ethics, 30, 3-16.
93.
WebbW. (2010). Public Management reform and the management of ethics. International Journal of Public Sector Management, 23, 669-684.
94.
ZhangJ.ChiuR. K.WeiL. Q. (2009a). On whistleblowing judgment and intention—The roles of positive mood and organisational ethical culture. Journal of Managerial Psychology, 24, 627-649.
95.
ZhangJ.ChiuR. K.WeiL. Q. (2009b). Decision-making process of internal whistleblowing behavior in China: Empirical evidence and implications. Journal of Business Ethics, 88, 25-41.
