Examining Culture’s Effect on Whistle-Blowing and Peer Reporting
通过比较中国和加拿大参与者对组织内不道德行为的报告意愿，发现中国人比加拿大人更可能报告同伴的不道德行为，且更倾向于报告同伴而非上级，同时质疑了Graham的原则性组织异议模型在非西方文化中的适用性。
Recent incidences of fraud and the growing globalization of business have focused attention on the effect of culture on ethical decision making within organizations. Because fraud can be extremely costly and is more likely to be committed by employees than persons external to the organization, employees willing to report un-ethical acts are an important supplemental control tool. The current study provides evidence of the effects of culture (Canadian and Chinese) and the type of reporting (whistle-blowing and peer reporting) on reporting unethical acts within organizations. Chinese and Canadian participants were asked to respond to scenarios describing unethical acts committed within organizations. Results indicate that Chinese are more likely to report the unethical acts of peers than Canadians. Chinese also appear more likely to report the unethical acts of peers than supervisors. The results also suggest that Graham’s model of principled organizational dissent may not be applicable to Chinese and perhaps other non-Western cultures.