-
- abductive analysis 167–8
- academic literature 139–42
- accountability, lack of 45, 94
- accounting practices, ethically questionable 44–5
- Adobor, H., trust in organizations 108
- adverse events, hospital patients in the UK 68
- advice lines, independent 51, 55, 71, 102, 103, 143
- Alford, C. F 15
- Anechiarico, F., efficiency cost of speaking up 97
- anonymous concerns, barrier to responsiveness 106–107, 123, 133
- attitudes
- to responding 134
- to speaking up 132
- Australia
- Donkin et al., reporting sequence 89, 90, 92
- Lenanne's research on retaliation 17–19
- Smith and Brown's public sector research 27, 33, 87
-
- banking sector 42–6
- best practices 54–5
- case study 50–4
- speak‐out in 46–50
- barriers to responsiveness 106, 132–3
- anonymous concerns 106–107
- invisibility of response 105
- legal limitations 107–108
- strategies to circumvent 133–4
- barriers to speaking up
- ‘culture of silence’ 117
- policy inconsistency, NHS 69
- retaliation, banking sector 46–9
- behavioural trust 31–2
- best practices
- banking organisation 54–5, 143
- engineering firm 66, 143–4
- NHS Trust 76, 144
- Bird, F. B., ‘muted conscience’ 11, 94
- Boisjoly, Roger 60
- Bolsin, Dr. Stephen 69–70
- Bristol Royal Infirmary (BRI), paediatric heart surgery scandal 69–70
- Butler, Judith 29–30
-
- Canada, engineering graduates' ritual 57–8
- Care Quality Commission (CQC), UK , 14, 70, 71, 72
- Challenger space shuttle disaster 60, 166
- ‘champions’ for internal reporting 14, 34–5
- channels for speaking up
- email 104, 107, 133
- external independent advice 102, 143
- informal (line managers) 51, 72–3, 89
- key persons (internal champion) 34–5, 51–2, 103
- ombudsperson 63–4, 110, 113
- providing a range of 129–30
- question channel 61–2, 130, 143
- specialist (compliance, auditor, HR) 91–2
- see also hotlines
- CIAs (confidential integrity advisors 34–5
- clarity, organisational virtue, Kapstein's work 84, 86
- code of conduct, bank case study 50, 51, 53, 54
- codes of ethics, engineering 57, 59–60
- Committee on Oversight and Government Reform, US 44–5
- communication theory, Watzlawick 92–3
- compliance function
- liaising with HR 104–105, 130–1
- role of 45
- confidential integrity advisor (CIA), role of 34–5
- confidentiality agreements 47, 48
- congruency, organisational virtue, Kapstein 84, 85, 86–7
- consolidation of accounts, merged companies 44
- construction sector, corrupt practices 58–9
- consumerist model, NHS 67, 68, 143
- Corporate Ethical Virtue (CEV) Model, Kaptein 84–7, 165–6
- Corporation of the Seven Wardens Inc 57–8
- corruption 57, 59, 68, 73
- cost cutting programmes in the NHS 67
- Council of Europe ,
- Countrywide Bank, US 16
- creative accounting 42, 44, 45, 50, 56, 77
- Criminal Fraud Accountability Act (2002) 16
- culture
-
- data protection regulations 107–108, 133
- De Graaf, G., CIA study 34–5
- Deltour, Antoine 49
- Devine, Tom 128
- Digital Reality Trust, Inc. v. Somers –6
- disclosures, myths about 24
- discussability, organisational virtue, Kapstein 85, 86
- dismissals, banking sector 48
- division of labour, compliance and HR 104–105, 130–1
- Dodd‐Frank Wall Street Reform and Consumer Protection Act (2010) (Dodd‐ Frank) –6
- Donkin, M., reporting pathways 89, 90, 92
- dual dependencies 60
-
- economic crimes, exposure of , 128
- email as a speak‐up channel 104, 107, 133
- empirical work 142–4
- employee benefits of effective speak‐up arrangements 129
- employee relations (ER) stream, employee voice 141, 163
- employee voice 26, 34, 141, 163
- Engineering Institute of Canada 57–8
- engineering sector 55–9
- best practices 66
- case study 61–5
- speak‐out in 59–60
- ethical codes, engineering sector 57, 59–60
- ethical culture, Kaptein's work 84–7
- research in Australia 87–8
- expectations about speak‐ups 92–7
- trust as favourable expectation 109
- external independent advice operators, role of 102
- external and internal whistleblowing 25, 34, 86, 88, 90
- external ombudsperson 63–4, 110, 113
-
- Falciani, Hervé 49
- fearless speech (parrhesia), Foucault 28–9, 164
- and attachment to organisational ideals 29–30
- whistleblowing as a form of 31, 141
- feasibility, organisational virtue, Kapstein 84, 86, 87
- Financial Conduct Authority (FCA), UK , 14, 42
- new regulation for financial firms 49
- Financial Crisis (2008)
- effects on engineering sector 55–6, 143
- events leading up to 42–3
- global cost of 46
- testimony of John Snow 44–5
- victimisation of whistleblowers, 2014/2015 surveys 47–8
- financial losses –2, 46
- financial sector 42–6
- best practices 54–5
- case study 50–4
- speaking‐out 46–50
- ‘First100’ campaign 120
- Foster, Eileen, Countrywide Bank 16, 22
- Fotaki, Marianna
- Foucault, Michel, fearless speech (parrhesia) 28–9, 141, 164
- Francis Public Inquiry Report 14, 69, 72
- fraud 16, 73, 76, 131
- Freedom to Speak Up Guardians 71
- Freedom to Speak Up Review(Francis Report) , , 14
- functions, involving more than one 104–105, 130–1
-
- gagging clauses, banking sector 48, 49, 140
- General Data Protection Regulation (GDPR) 107–108
- General Medical Council 72
- Government Accountability Project (US) 170
- Grand Duchy of Luxemburg, advance tax agreements 49
- grievances 51–2, 62, 90–1, 101, 112, 132
- Griffiths Report (1983) 68
-
- Halet, Raphael 49
- Harlos, D. P., perceived futility of voice 27
- Haultain, Professor 57
- health and safety, engineering sector 58–9, 60, 77
- healthcare sector, UK 66–8
- best practices 76
- case study 71–5
- speak‐out in the NHS 68–71
- helplines 71, 75, 76
- hotlines 33–4, 86, 103
- HSBC bank leaks 49
- human resource management (HRM), employee voice 26, 163
- hypocrisy, muted conscience 94
-
- independence
- of external advice operators 102
- of speak‐up recipient , 100–102, 121–2, 131, 145
- Institute of Business Ethics (IBE), FTSE survey 60
- Interactional Communication theory, Watzlawick 92–4, 166
- internal auditors acting as whistleblowers 34, 46
- internal and external whistleblowing distinction 25, 34, 86, 88, 90
- internal transparency, organisational virtue 84–7
- internal whistleblowing procedures see speak‐up arrangements
- invisibility of response/‘nonresponse’ 108, 133, 142, 166
- Iron Ring, Canadian‐trained engineers 57–8
-
- Jacobs, J. B., efficiency cost of speak‐up 97
- Jagd, S., trust in organizations 108
- justice‐oriented voice 26
-
- Kaptein, M., Corporate Ethical Virtue Model (CEV model) 84–7, 140, 165–6
- Kenny, Kate
- key internal person (champion) 35
- Kipling, Rudyard 57
-
- Labaton Sucharow (2015) survey, financial services workers 47–8
- language accessibility, providing 137
- legal battles, prevention of 128
- legal limitations, barrier to responsiveness 107–108, 133
- legislation changes –6
- Lennane, Dr. Jean 17–18
- Lewis, D. 33–4, 88–9
- local counter fraud specialist (LCFS), NHS Trust 73, 131
- LuxLeaks scandal, financial sector 49
-
- management by consensus principle, NHS 68–9
- Martin, B., whistleblowing retaliation 20
- McEvily, B., trust boundaries 109
- mental health issues 19–20
- methodology
- analysis 167–8
- sample and data collection 167
- Milliken, F. J., employee silence 27, 117, 140
- Möllering, G., theories of trust 164–5
- trust as a moral obligation 113–14
- ‘trust as becoming’ 109, 119
- trust for collective identity 109–10, 165
- ‘trust as expectation’ 109, 141–2
- ‘trusting as constituting’ 33, 110
- money laundering 49
- Monitor, healthcare sector regulator, UK 70, 75
- moral muteness 94
- Morrison, E. W., organizational silence 117, 140
- Morton Thiolkol Inc., Challenger disaster 60
- motivation for speaking up 26
- Mowbray, P. K., employee voice 26
- ‘muted conscience’, Bird's notion of 11, 94
- myths about whistleblowing 21–31
-
- national culture 136
- national culture, consideration of 136
- National Guardian's Office 71
- National Health Service (NHS), UK 66–8
- best practices 76
- hospital case study 71–5
- ineffective speak‐up arrangements 68–9
- new governmental and civil initiatives 70–1
- paediatric cardiac surgery scandal, Bristol 69–70
- responsiveness 118
- NHS Protect 71
- NHS Trust Development Authority (NHS TDA) 70
- normalising responding 105–106
-
- Occupational Safety and Health Administration (OSHA) , 16
- ombudsperson 63–4, 110, 113
- online resources 169–70
- ‘open door’ policies 97–8
- organisational behaviour (OB), employee voice 26, 163
- organisational benefits of effective speak‐up arrangements 128–9
- organisational culture 136
- Kaptein's work on ethical 84–7
- and responsiveness 118, 134
- of silence in banking sector 46, 47–8
- trust and 32
- organisational feedback loop, responding to whistleblowers' communication 95
- organisational structure 77
- organisational trust 128–9
- outsider independence 102
-
- paediatric cardiac surgery scandal, Bristol Royal Infirmary (BRI) 69–70
- parrhesia (fearless speech), Foucault 28–9, 31, 141, 164
- and passionate attachments 29–30
- ‘patient choice’ model, NHS 67
- Patient's Charter (1991), NHS 67
- pattern recognition 119–20
- PCAW see Public Concern at Work, UK
- perceived behavioural control, manager responsiveness 106
- PIDA (Public Interest Disclosure Act) 26–7
- privacy laws 107–108, 133
- Professional Regulators 71
- project methodology 167–8
- prosocial voice 26
- protacted process of whistleblowing 21–3, 88–92
- Protected Disclosures Act (2014) 23
- protection of whistleblowers, legislation for –6
- Prudential Regulation Authority (PRA) 14, 49
- Public Concern at Work, UK , 14, 34, 46, 47, 170
- financial services workers, survey findings 47–8
- ‘First100’ campaign 120–1
- new regulation for financial firms, effectiveness of 50
- Public Interest Disclosure Act (2013, UK), changes in 26–7
-
- quality of care vs patient satisfaction, NHS 67–8, 77, 143
- question channel 61–2, 130, 143
-
- recommendations for speak‐up arrangements 129–37, 146–7
- recording of all speak‐up events 134–5
- registering of speak‐up events 103–104
- regulations
- construction industry 58–9
- financial firms 43–4
- reporting of speak‐up data 135–6
- reprisals, formal and informal 18
- reputational loss/damage 45, 50, 56, 68, 69
- research into Speak‐up Arrangements 33–6
- responsiveness , 27, 103, 145
- barriers to 106–108, 132–3
- strategies to circumvent 133–4
- enabled by functions liaising 104–105
- facilitators of 117–19
- and fearless speech 31
- organisational feedback loop 95
- reasons for lack of 105–106
- registering speak‐up events 103–104
- robust systems to respond to concerns 131–2
- and trust 142
- retaliation , 15–20, 139–40
- creating a culture of silence 59
- and ethical organisational culture 140
- in the financial sector 47, 48
- laws protecting against
- and muted conscience, Bird 94
- negative effect of 95
- prevention of 129
- role of the organisation 17–18
- Rifkin, W., whistleblowing retaliation 20
- Ritual of the Calling of an Engineer 57–8
- rule‐bound referrals 100, 101–102, 106, 131
- Rumyantseva, N. 34
-
- Safety Escalation Team (SET), NHS 70
- sanctionability, organisational virtue, Kapstein 85, 86
- sanctions against wrongdoers
- invisibility of 108, 133
- legal restrictions about communicating 114
- strategies to make visible 133–4
- Sarbanes‐Oxley Act (2002) (SOX) , 16
- Securities and Exchange Commission (SEC) –6
- seven organisational virtues, Kapstein 84–7
- silence, code/culture of 46, 47–8, 60, 85, 117, 140
- Skivenes, M., strong whistleblowing process 88
- Snow, John 44–5
- social isolation of voicing employees 48, 60, 140
- societal benefits effective speak‐up arrangements 129
- solvency ratio, financial firms 44
- Somers, Paul –6
- speak‐up arrangements 13
- benefits of effective , 128–9
- economic benefits of –2,
- existing research 20–1, 33–6
- model for sustainable –4, 121–2, 144–6
- practical guide for professionals 127–37
- reasons for –7
- speak‐up channels, proving a range of 129–30
- Speak‐up Charter, NHS employees 71
- speak‐up data
- centralised documentation of 103–104
- publishing aggregated 120–1
- recognising patterns in 119–20
- for training purposes 120
- speak‐up operators
- special investigations unit (SIU) 104
- stress
- from reprisals 17–19
- mental health issues 19–20
- subprime loan fraud 16
- supportability, organisational virtue, Kapstein 84–7
- sustainable speak‐up systems, model for –4, 121
- Switzerland, HSBC bank data leak 49
-
- Tavory, I., constructing theory 168
- tax avoidance and evasion 42, 46, 49, 77, 142
- theories on speak up arrangements 163–6
- third party involvement 134
- time factor 98–100, 145–6
- Timmermans, S., constructing theory 168
- tobacco industry 15
- training, using speak‐up data for 120, 135
- transaction costs economics (TCE) 108
- transparency, internal
- organisational virtue, Kapstein's work 84–7
- reporting contributing to 121, 135
- Transparency International , 170
- trust 31–3
- creating 110–12
- maintaining 112–17
- Möllering's theories of 164–5
- trust as a moral obligation 113–14
- ‘trust as becoming’ 109, 119
- trust for collective identity 109–10, 165
- ‘trust as expectation’ 109, 141–2
- ‘trusting as constituting’ 33, 110
- recommendations for building 131
- responsiveness facilitating 142
- Trygstad, S., strong whistleblowing process 88
- Turkey, corruption 57, 59
-
- underfunding, health sector 67
- United States (US)
- Challenger disaster 60
- derivatives trading 43
- external disclosures and protection –6
- financial regulation 44–5
- financial services workers, survey statistics 47–8
- Government Accountability Project 170
- human interface of call‐in systems 111
- interviews with employees, Rothschild and Miethe 89
- laws on data protection and privacy 108
- Office of the Whistleblower (OWB) 50
- Sarbanes‐Oxley Act (2002) , 16
- Securities and Exchange Commission (SEC) –6
-
- Vandekerckhove, Wim , 33–4
- victimisation see retaliation
- voice
- voice channels 103
- effectiveness research 98
- offering variety of 129–30
- unintended use of 34
- ‘voice culture’ 119
-
- Watzlawick, Paul, communication theory 92–4, 96, 166
- whistleblowing
- changes in legislation –6
- definition of term 13
- external/internal distinction 25, 34, 86, 88, 90
- myths about 21–31
- negative connotations of term 13
- significant increase in
- Whistleblowing Commission, Code of Practice 120
- Whistleblowing Helpline, healthcare workers 71
- Whistleblowing Impact, online resource 169–70
- Wigand, Jeffrey, tobacco company scientist 15
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