ABSTRACT
Whistleblowing, Communication and Consequences offers the first in-depth analysis of the most publicized, and morally complex, case of whistleblowing in recent European history: the Norwegian national lottery, Norsk Tipping.
With contributions from the whistleblower himself, as well as from key voices in the field, this book offers unique perspectives and insights into not only this fascinating case, but into whistleblowing and wrongdoing in organizations more broadly. An international team of scholars use fourteen different theoretical lenses to show the complex and multi-faceted nature of whistleblowing. The book begins with an ethnographic account by the whistleblower story and proceeds into an analysis of the literature and conceptual topics related to that whistleblowing incident to present the lessons that can be learnt from this extreme example of institutional failure.
This fascinating, complex, and multi-theoretical book will be of great interest to scholars, students and industry leaders in the areas of public relations, corporate communication, leadership, corporate social responsibility, whistleblowing and organizational resistance.
The Open Access version of this book, available at https://www.tandfebooks.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license.
TABLE OF CONTENTS
part I|28 pages
Introduction
part II|49 pages
What Goes Wrong?
chapter 3|15 pages
Truth-Telling and Organizational Democracy
part III|58 pages
How Does It Happen?
chapter 7|17 pages
Ethical Blindness as an Explanation for Non-Reporting of Organizational Wrongdoing
chapter 8|12 pages
Chronotopic Distinctions in Whistleblowing Events
part IV|46 pages
What Makes Whistleblowing a Risky Business?
chapter 11|13 pages
Hero or “Prince of Darkness”? Locating Peer Jacob Svenkerud in an Attributions-Based Typology of Whistleblowers
part V|46 pages
How to Encourage Employees to Report Wrongdoing
chapter 13|16 pages
The Influence of Psychological Contracts on Decision-Making in Whistleblowing Processes
chapter 14|13 pages
Culture Eats Control for Breakfast
part VI|11 pages
Epilogue