Please use this identifier to cite or link to this item: https://hdl.handle.net/10321/1157
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dc.contributor.authorDorasamy, Nirmalaen_US
dc.contributor.authorPillay, Somaen_US
dc.date.accessioned2014-10-02T06:15:31Z-
dc.date.available2014-10-02T06:15:31Z-
dc.date.issued2011-09-30-
dc.identifier.citationPillay, S. and Dorasamy, N. 2011. Systemic factors moderating effective whistle blowing: An exploratory study into a public service organisation. Academic Journals. 5(22). 9429-9439en_US
dc.identifier.issn1993-8233-
dc.identifier.urihttp://hdl.handle.net/10321/1157-
dc.description.abstractA review of research concerning whistle-blowing suggests that it is of benefit to society; hence, sophisticated policies have been introduced to encourage whistle blowing. However, research on conditions that lead to whistle-blowers being effective in stopping wrongdoing is still developing in industrialised countries or woefully absent in developing and less developed countries. The purpose of this paper is to use survey data to examine the variables impacting on whistle-blowing using the case of a developing country. It was found that a majority of respondents believe that systemic factors moderates effective whistle-blowing. Based on these findings, we present a model of a culture contingent whistle-blowing process which considers context, content, situational variables, and outcomes. This paper has practical implications for policy makers, managers and public officials in developing democracies, especially in designing policies that consider the cultural aspects of complex open systems and exploring concerns of obvious importance practically as well as theoretically.en_US
dc.format.extent11 pen_US
dc.language.isoenen_US
dc.publisherAcademic Journalsen_US
dc.relation.ispartofAfrican journal of business managementen_US
dc.subjectWhistle blowingen_US
dc.subjectCorruptionen_US
dc.subjectNational cultureen_US
dc.titleSystemic factors moderating effective whistle blowing: An exploratory study into a public service organisationen_US
dc.typeArticleen_US
dc.publisher.urihttp://hdl.handle.net/1959.3/210027en_US
dc.dut-rims.pubnumDUT-001271en_US
dc.identifier.doi10.5897/AJBM.9000538-
item.grantfulltextopen-
item.cerifentitytypePublications-
item.fulltextWith Fulltext-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.languageiso639-1en-
item.openairetypeArticle-
Appears in Collections:Research Publications (Management Sciences)
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