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Whistle-Blower Disclosures and Management Retaliation
The Battle to Control Information about Organization Corruption
JOYCE ROTHSCHILD
Virginia Polytechnic Institute and State University
TERANCE D. MIETHE
University of Nevada, Las Vegas
Based on nationwide data the authors collected on whistle-blowers and on silent observers, this article reports, that (a) whistle-blowing is more frequent in the public sector than in the private; (b) there are almost no sociodemographic characteristics that distinguish the whistle-blower from the silent observer; (c) whistle-blowers suffer severe retaliation from management, especially when their information proves significant; and (d) no special method of disclosure or personal characteristics can insulate the whistle-blower from such retaliation. Furthermore, the authors found that retaliation was most certain and severe when the reported misconduct was systematic and significant—when the practices exposed were part of the regular, profit accumulation process of the organization. The authors conclude from their interviews that the journey to exoneration that follows a whistle-blower's disclosures often alters the whistle-blower's identity, leading them to see themselves as people who resist hurtful or criminal conduct in the workplace.
Work and Occupations, Vol. 26, No. 1,
107-128 (1999)
DOI: 10.1177/0730888499026001006
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