Marcia P Miceli
Biographic Data
| ID | 271558 |
|---|---|
| NAME | Marcia P Miceli |
| GIVEN NAMES | Marcia P |
| FAMILY NAME | Miceli |
| SIGNATURE | MICELI M P |
| AFFILIATIONS | Georgetown University |
| VERIFIED | No |
| TOTAL WORKS | 15 |
| TOTAL CITATIONS | 103 |
| AUTHOR COUNT | 15 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1985 |
| LATEST PUBLICATION YEAR | 2013 |
| H-INDEX | 5 |
An International Comparison of the Incidence of Public Sector Whistle‐Blowing and the Prediction of Retaliation: Australia, Norway, and the US
We compare results of several large‐scale survey studies of whistle‐blowing by public sector employees, from samples in Australia, Norway, and the United States. Specifically, we review incidence rates of wrongdoing, whistle‐blowing and retaliation, as perceived by thousands of respondents employed by many government agencies in these countries. Despite differences in measurement in the studies and variation in results, findings suggest that wron…
Predicting employee reactions to perceived organizational wrongdoing: Demoralization, justice, proactive personality, and whistle-blowing
News reports of organizational wrongdoing often pique interest in the question of how to encourage employees to report it. We used data from a survey of more than 3000 organizational members in the US to test a model of whistle-blowing. As predicted, observation of wrongdoing generally was associated with lower perceived organizational support and lower perceived justice of reporting channels (both procedural justice and distributive justice), su…
Whistle-Blowing in Organizations
This is a research-based book on whistle-blowing in organizations. The three noted authors describe studies on this important topic and the implications of the research and theory for organizational behavior, managerial practice, and public policy. In the past few years there have been critical developments, including corporate scandals, which
Antecedents and Outcomes of Retaliation Against Whistleblowers: Gender Differences and Power Relationships
Whistle-blowing represents an influence attempt in which organization member(s) try to persuade other members to cease wrongdoing; sometimes they fail; sometimes they succeed; sometimes they suffer reprisal. We investigated whether women experienced more retaliation than men, testing propositions derived from theories about gender differences and power variables, and using data from military and civilian employees of a large U.S. base. Being fema…
What Makes Whistle-Blowers Effective? Three Field Studies
Organization members face difficult choices when they encounter situations which they consider illegitimate, immoral, or unlawful, but lack corrective power. They can ‘blow the whistle’ to authorities, but often, their organizations do not change the objectionable practice. Circumstances under which whistle-blowers succeed in terminating perceived wrongdoing have not been studied, so this study tests portions of a preliminary model of effectivene…
Can Laws Protect Whistle-Blowers: Results of a Naturally Occurring Field Experiment
Data collected over three time periods, from 1980 to 1992, show massive changes in the ways in which federal employees reported wrongdoing and the effects on them for having done so. Laws intended to encourage whistle-blowing seem to have two desired effects: to reduce the incidence of perceived wrongdoing and to increase the likelihood of whistle-blowing. However, two unintended effects are also observed: perceived retaliation increased and whis…
An Exploration of the Meaning and Consequences of Workaholism
Although much has been written about "workaholism," rigorous research and theoretical development on the topic is in its infancy. We integrate literature from. multiple disciplines and offer a definition of workaholic behavior. We identify three types of workaholic behavior patterns: compulsive-dependent, perfectionist, and achievement-oriented workaholism. A preliminary model is proposed; it identifies potential linkages between each type of wor…
Whistle-Blowing: Myth and Reality
In this article, we attempt to separate myth from reality by reviewing research results pertinent to two questions: are whistle-blowers really crackpots and do most of them suffer retaliation following their actions? Because scholars interested in these questions have come from several different fields, and because integration is lacking among their perspectives, myth is often perpetuated. We try to ameliorate this situation by exploring the phen…
Effective Whistle-Blowing
The Relationship between Values and Practice: Organizational Climates for Wrongdoing
Previous research on whistle-blowers has tended to focus on the individual as the unit of analysis rather than on the organization or its subunits. Subunit level analysis of survey data from 15 subunits of the U.S. government was used to examine the relationship between members' values concerning wrongdoing and whistle-blowing and the organization's practices. We conclude that "positive" organizational climates may discourage serious wrong-doing …
Responses to Inadequate Personal Control in Organizations
Traditional managerial attempts to maintain control over subordinates may cause the subordinates to behave in ways to enhance or regain their control. In the present research, organization members were hypothesized to have characteristic ways of enhancing their control that, in turn, were expected to influence the likelihood that they would engage in certain behavioral responses. Using samples of students and persons employed in a variety of orga…
Who Blows the Whistle and Why
This study examines the effects of a number of perceptual variables on internal auditors' reporting of wrongdoing by employees and managers in their organizations. Survey responses of 653 Directors of Internal Auditing who observed what they perceived to be incidents of wrongdoing show that they were less likely to report these incidents when they did not feel compelled morally or by role prescription to do so, when they evaluated their job perfo…
Characteristics of Organizational Climate and Perceived Wrongdoing Associated With Whistle‐blowing Decisions
The potential explanations of why some observers report organizational wrongdoing, whereas others do not, are considered in this study. Nearly 8,600 randomly selected employees of 15 organizations completed questionnaires concerning whistle‐blowing. Archival data and aggregate measures of organizational climate were also used. Discriminant analysis revealed that organization members who had observed alleged wrongdoing were more likely to blow the…
Organizational dissidence: The case of whistle-blowing
Potential Predictors of Whistle-Blowing: A Prosocial Behavior Perspective
What Makes Whistle-Blowers Effective? Three Field Studies
Organization members face difficult choices when they encounter situations which they consider illegitimate, immoral, or unlawful, but lack corrective power. They can ‘blow the whistle’ to authorities, but often, their organizations do not change the objectionable practice. Circumstances under which whistle-blowers succeed in terminating perceived wrongdoing have not been studied, so this study tests portions of a preliminary model of effectivene…
An Exploration of the Meaning and Consequences of Workaholism
Although much has been written about "workaholism," rigorous research and theoretical development on the topic is in its infancy. We integrate literature from. multiple disciplines and offer a definition of workaholic behavior. We identify three types of workaholic behavior patterns: compulsive-dependent, perfectionist, and achievement-oriented workaholism. A preliminary model is proposed; it identifies potential linkages between each type of wor…
Predicting employee reactions to perceived organizational wrongdoing: Demoralization, justice, proactive personality, and whistle-blowing
News reports of organizational wrongdoing often pique interest in the question of how to encourage employees to report it. We used data from a survey of more than 3000 organizational members in the US to test a model of whistle-blowing. As predicted, observation of wrongdoing generally was associated with lower perceived organizational support and lower perceived justice of reporting channels (both procedural justice and distributive justice), su…
Who Blows the Whistle and Why
This study examines the effects of a number of perceptual variables on internal auditors' reporting of wrongdoing by employees and managers in their organizations. Survey responses of 653 Directors of Internal Auditing who observed what they perceived to be incidents of wrongdoing show that they were less likely to report these incidents when they did not feel compelled morally or by role prescription to do so, when they evaluated their job perfo…
Can Laws Protect Whistle-Blowers: Results of a Naturally Occurring Field Experiment
Data collected over three time periods, from 1980 to 1992, show massive changes in the ways in which federal employees reported wrongdoing and the effects on them for having done so. Laws intended to encourage whistle-blowing seem to have two desired effects: to reduce the incidence of perceived wrongdoing and to increase the likelihood of whistle-blowing. However, two unintended effects are also observed: perceived retaliation increased and whis…
An International Comparison of the Incidence of Public Sector Whistle‐Blowing and the Prediction of Retaliation: Australia, Norway, and the US
We compare results of several large‐scale survey studies of whistle‐blowing by public sector employees, from samples in Australia, Norway, and the United States. Specifically, we review incidence rates of wrongdoing, whistle‐blowing and retaliation, as perceived by thousands of respondents employed by many government agencies in these countries. Despite differences in measurement in the studies and variation in results, findings suggest that wron…
The Relationship between Values and Practice: Organizational Climates for Wrongdoing
Previous research on whistle-blowers has tended to focus on the individual as the unit of analysis rather than on the organization or its subunits. Subunit level analysis of survey data from 15 subunits of the U.S. government was used to examine the relationship between members' values concerning wrongdoing and whistle-blowing and the organization's practices. We conclude that "positive" organizational climates may discourage serious wrong-doing …
Responses to Inadequate Personal Control in Organizations
Traditional managerial attempts to maintain control over subordinates may cause the subordinates to behave in ways to enhance or regain their control. In the present research, organization members were hypothesized to have characteristic ways of enhancing their control that, in turn, were expected to influence the likelihood that they would engage in certain behavioral responses. Using samples of students and persons employed in a variety of orga…
Characteristics of Organizational Climate and Perceived Wrongdoing Associated With Whistle‐blowing Decisions
The potential explanations of why some observers report organizational wrongdoing, whereas others do not, are considered in this study. Nearly 8,600 randomly selected employees of 15 organizations completed questionnaires concerning whistle‐blowing. Archival data and aggregate measures of organizational climate were also used. Discriminant analysis revealed that organization members who had observed alleged wrongdoing were more likely to blow the…
Organizational dissidence: The case of whistle-blowing
Potential Predictors of Whistle-Blowing: A Prosocial Behavior Perspective
Responses to Inadequate Personal Control in Organizations
Traditional managerial attempts to maintain control over subordinates may cause the subordinates to behave in ways to enhance or regain their control. In the present research, organization members were hypothesized to have characteristic ways of enhancing their control that, in turn, were expected to influence the likelihood that they would engage in certain behavioral responses. Using samples of students and persons employed in a variety of orga…
Who Blows the Whistle and Why
This study examines the effects of a number of perceptual variables on internal auditors' reporting of wrongdoing by employees and managers in their organizations. Survey responses of 653 Directors of Internal Auditing who observed what they perceived to be incidents of wrongdoing show that they were less likely to report these incidents when they did not feel compelled morally or by role prescription to do so, when they evaluated their job perfo…
The Relationship between Values and Practice: Organizational Climates for Wrongdoing
Previous research on whistle-blowers has tended to focus on the individual as the unit of analysis rather than on the organization or its subunits. Subunit level analysis of survey data from 15 subunits of the U.S. government was used to examine the relationship between members' values concerning wrongdoing and whistle-blowing and the organization's practices. We conclude that "positive" organizational climates may discourage serious wrong-doing …
Effective Whistle-Blowing
Whistle-Blowing: Myth and Reality
In this article, we attempt to separate myth from reality by reviewing research results pertinent to two questions: are whistle-blowers really crackpots and do most of them suffer retaliation following their actions? Because scholars interested in these questions have come from several different fields, and because integration is lacking among their perspectives, myth is often perpetuated. We try to ameliorate this situation by exploring the phen…
An Exploration of the Meaning and Consequences of Workaholism
Although much has been written about "workaholism," rigorous research and theoretical development on the topic is in its infancy. We integrate literature from. multiple disciplines and offer a definition of workaholic behavior. We identify three types of workaholic behavior patterns: compulsive-dependent, perfectionist, and achievement-oriented workaholism. A preliminary model is proposed; it identifies potential linkages between each type of wor…
Can Laws Protect Whistle-Blowers: Results of a Naturally Occurring Field Experiment
Data collected over three time periods, from 1980 to 1992, show massive changes in the ways in which federal employees reported wrongdoing and the effects on them for having done so. Laws intended to encourage whistle-blowing seem to have two desired effects: to reduce the incidence of perceived wrongdoing and to increase the likelihood of whistle-blowing. However, two unintended effects are also observed: perceived retaliation increased and whis…
What Makes Whistle-Blowers Effective? Three Field Studies
Organization members face difficult choices when they encounter situations which they consider illegitimate, immoral, or unlawful, but lack corrective power. They can ‘blow the whistle’ to authorities, but often, their organizations do not change the objectionable practice. Circumstances under which whistle-blowers succeed in terminating perceived wrongdoing have not been studied, so this study tests portions of a preliminary model of effectivene…
Whistle-Blowing in Organizations
This is a research-based book on whistle-blowing in organizations. The three noted authors describe studies on this important topic and the implications of the research and theory for organizational behavior, managerial practice, and public policy. In the past few years there have been critical developments, including corporate scandals, which
Antecedents and Outcomes of Retaliation Against Whistleblowers: Gender Differences and Power Relationships
Whistle-blowing represents an influence attempt in which organization member(s) try to persuade other members to cease wrongdoing; sometimes they fail; sometimes they succeed; sometimes they suffer reprisal. We investigated whether women experienced more retaliation than men, testing propositions derived from theories about gender differences and power variables, and using data from military and civilian employees of a large U.S. base. Being fema…
Predicting employee reactions to perceived organizational wrongdoing: Demoralization, justice, proactive personality, and whistle-blowing
News reports of organizational wrongdoing often pique interest in the question of how to encourage employees to report it. We used data from a survey of more than 3000 organizational members in the US to test a model of whistle-blowing. As predicted, observation of wrongdoing generally was associated with lower perceived organizational support and lower perceived justice of reporting channels (both procedural justice and distributive justice), su…
An International Comparison of the Incidence of Public Sector Whistle‐Blowing and the Prediction of Retaliation: Australia, Norway, and the US
We compare results of several large‐scale survey studies of whistle‐blowing by public sector employees, from samples in Australia, Norway, and the United States. Specifically, we review incidence rates of wrongdoing, whistle‐blowing and retaliation, as perceived by thousands of respondents employed by many government agencies in these countries. Despite differences in measurement in the studies and variation in results, findings suggest that wron…
Ethics in Business and Education (13 works) · Political science (13 works) · Public relations (12 works) · Whistle blowing (12 works) · Psychology (11 works) · Law (9 works) · Wrongdoing (9 works) · Business (7 works) · Social Psychology (7 works) · Sociology (5 works)