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.
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.
Peer Jacob Svenkerud, (PhD Ohio University), is Professor and Dean at the School of Business and Social Sciences, Inland University of Applied Sciences, Norway. Jan-Oddvar Sørnes, Ph.D., Norwegian University of Science and Technology, Organizational Communication, Nord University, Business School. Larry Browning, Ph. D., The Ohio State University, Professor Emeritus, William P. Hobby Centennial Professor of Communication, Department of Communication Studies, University of Texas at Austin, Moody College of Communication and Adjunct Professor of Management, Nord University Business School, Bodø, Norway.
Inhaltsangabe
Part I: Introduction 1. Alone against the organization - Peer¿s whistle-blower Story 2. Whistleblowing, Voice, and Monomythology PART II: What Goes Wrong? 3. The rhetorical conditions of whistleblowing as a public act of parrhesia 4. Smothered by paradoxes and swamped by proceedures 5. Whistleblowing, identity construction, and strategic communication PART III: How Does It Happened 6. Sense-making and Whistleblowing 7. Ethical Blindness as an Explanation for Non-reporting of Organizational Wrongdoing 8. Chronotopic Distinctions in Whistleblowing Events: X-Rays of Power and Sustaining Values 9. Whistleblowing: Making a Weak Signal Stronger PART IV: What Makes Whistleblowing a Risky Business? 10. Blowing the Whistle is Laden with Risk 11. Hero or "Prince of Darkness"? Locating Peer Jacob Svenkerud in an attributions-based typology of whistleblowers 12. Norsk Tipping's loneliest stakeholder PART V: How to encourage employees to report wrongdoing? 13. The Influence of Psychological Contracts on Decision-making in Whistleblowing Processes 14. Culture Eats Control for Breakfast 15. Whistleblowing as a Means of (Re)Constituting an Organization Part VI: Epilogue 16. Epilogue: God and Devil, Hero and Villain, and the Long Journey Ahead
Part I: Introduction 1. Alone against the organization - Peer¿s whistle-blower Story 2. Whistleblowing, Voice, and Monomythology PART II: What Goes Wrong? 3. The rhetorical conditions of whistleblowing as a public act of parrhesia 4. Smothered by paradoxes and swamped by proceedures 5. Whistleblowing, identity construction, and strategic communication PART III: How Does It Happened 6. Sense-making and Whistleblowing 7. Ethical Blindness as an Explanation for Non-reporting of Organizational Wrongdoing 8. Chronotopic Distinctions in Whistleblowing Events: X-Rays of Power and Sustaining Values 9. Whistleblowing: Making a Weak Signal Stronger PART IV: What Makes Whistleblowing a Risky Business? 10. Blowing the Whistle is Laden with Risk 11. Hero or "Prince of Darkness"? Locating Peer Jacob Svenkerud in an attributions-based typology of whistleblowers 12. Norsk Tipping's loneliest stakeholder PART V: How to encourage employees to report wrongdoing? 13. The Influence of Psychological Contracts on Decision-making in Whistleblowing Processes 14. Culture Eats Control for Breakfast 15. Whistleblowing as a Means of (Re)Constituting an Organization Part VI: Epilogue 16. Epilogue: God and Devil, Hero and Villain, and the Long Journey Ahead
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