Creating an ethogenic organisation: The development and implementation of a whistleblowing policy
AbstractIn spite of supposedly comprehensive protective legislation, evidence suggests that whistleblowers enjoy little effective legal protection. Rather than emphasising the processes needed to support, strengthen and protect the whistleblower, and thereby encouraging whistleblowing, this article explores ways in which whistleblowing could be pre‐empted by institutionalising the spirit of whistleblowing through the creation of what we call an ethogenic organisation. In such an organisation, an organisational culture is established that allows and encourages all employees (including management) to identify and resolve issues of perceived wrongdoing in a way that is beneficial to everybody concerned, and is not driven by process.
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