Individual and Situational Correlates of Whistle‐blowing

Although popular interest in whistle‐blowing continues to increase, little is known about why some employees who observe wrongdoing report it, while others do not. In the present study, we analyze archival survey data from individuals who observed wrongdoing in any of 22 organizations. Results are generally consistent with predictions based on a model of whistle‐blowing as a type of prosocial behavior. Whistle‐blowing was more likely when observers of wrongdoing (1) held professional positions, (2) had more positive reactions to their work, (3) had longer service, (4) were recently recognized for good performance, (5) were male (though race was unrelated to whistle‐blowing), (6) were members of larger work groups, and (7) were employed by organizations perceived by others to be responsive to complaints. Implications for research and practice are described.