Exploring the Nexus of Organizational Culture and Corruption Reporting: Evidence From the Australian Public Service

Abstract

This study utilizes a large Australian government employee survey dataset to investigate the relationship between organizational culture, employee demographic attributes, and whistleblowing behaviors. The survey gathered data on employee engagement, leadership perceptions, job satisfaction, and other matters. Organizational culture was assessed by linking questionnaire items with a framework developed by Zammuto and colleagues. This framework suggested a competing values framework of group, developmental, hierarchical, and rational cultures. Factor analyses identified individual scores for these dimensions, which were then examined alongside demographic variables using logistic regression. The analysis suggests that a positive developmental culture, characterized by tolerance and support for innovation and risk management, increases the likelihood of corruption reporting, with this effect amplified by the presence of a strong rational culture. Gender, agency size, cultural/linguistic background, and job role were also identified as significant predictors of reporting behaviors.