ABSTRACT
It is not difficult to find examples of organizational wrongdoing in the private and public sectors in the United States. The crisis in the savings and loan industry in the 1980s provided one example of “massive corruption and abuse requiring hundreds of billions of dollars to correct” (Fisher, 1991, p. 358). More recently, a major internal investigation in the U.S. Army revealed widespread and serious job discrimination (Priest, 1997). Wrongdoing has negative consequences not only for the organization and its members but also for society as a whole. For example, unsafe products may cause injuries and deaths. Therefore, organization members, stockholders, and customers benefit when individuals put a stop to organizational wrongdoing such as fraud, unfair discrimination, or unsafe products or working conditions.
