When whistleblower retaliation backfires: Reprisal reversal and racialized retaliation at Amazon
研究了举报者及其支持者如何将雇主的报复行为转化为对雇主自身的打击，通过亚马逊案例提出“报复逆转”概念，并揭示种族化报复的暴露机制。
Can aggressive whistleblower retaliation be turned back upon the employer? Existing scholarship on whistleblower retaliation in organizations has largely examined its destructive effects on individual whistleblowers. In this article, we foreground the opposite dynamic: the capacity for whistleblowers and their supporters to counter retaliation so that employer attacks ultimately backfire. Drawing on Martin’s backfire framework—derived from studies of nonviolent resistance and underutilized in organizational research—we develop the concept of reprisal reversal. Reprisal reversal occurs when efforts to devalue a dissenting employee are reframed to reinforce the employee’s legitimacy, thereby undermining the employer’s credibility and perceived morality. We analyze an exemplar case study: Chris Smalls, a manager-turned-whistleblower at Amazon’s largest North American fulfillment center (JFK8). Our analysis makes two contributions. First, we extend theoretical understandings of whistleblower retaliation by introducing the concept of reprisal reversal and its constituent mechanisms. Second, we provide an empirical account of racialized whistleblower retaliation, showing how racially charged reprisals can be front-staged when typically hidden discourse is exposed through digital leaks, news coverage, and social media. This article highlights how reprisal reversal enables whistleblower supporters to bear witness, amplify disclosures, and challenge organizational retaliation, with important implications for both scholarship and practice.