Navigating Between Control and Trust: The Whistleblowing Mindset

Abstract

Whistleblowing is the most effective way to unveil wrongdoings. Indeed, whistleblowers often protect their organizations by providing crucial information. While existing research about whistleblowing focuses on the intentions of whistleblowers to report a wrongdoing after a wrongdoing is observed, we seek to understand how individuals view whistleblowing before a wrongdoing is observed. Drawing on self-determination theory our findings of 34 interviews at diverse Canadian nonprofit organizations support our framework and highlight that when a congruence of shared values exists, trust functions as a core belief of the organization, which positively influences an autonomous view of whistleblowing. Based on our findings, we propose a conceptualization of whistleblowing mindset as the root of whistleblowing behaviours that can be influenced by shared or divergent values. We define a whistleblowing mindset as a mental disposition that predetermines individual interpretations and reactions to the witness of a wrongdoing. Our research contributes to the literature by establishing the importance of the whistleblowing mindset in the implementation of whistleblowing programs and providing insights into how shared values can influence the autonomous view in individuals’ whistleblowing mindsets.