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Business & Society
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Examining Culture’s Effect on Whistle-Blowing and Peer Reporting

Jinyun Zhuang

HSBC Bank Canada

Stuart Thomas

University of Lethbridge

Diane L. Miller

University of Lethbridge

Recent incidences of fraud and the growing globalization of business have focused attention on the effect of culture on ethical decision making within organizations. Because fraud can be extremely costly and is more likely to be committed by employees than persons external to the organization, employees willing to report un-ethical acts are an important supplemental control tool. The current study provides evidence of the effects of culture (Canadian and Chinese) and the type of reporting (whistle-blowing and peer reporting) on reporting unethical acts within organizations. Chinese and Canadian participants were asked to respond to scenarios describing unethical acts committed within organizations. Results indicate that Chinese are more likely to report the unethical acts of peers than Canadians. Chinese also appear more likely to report the unethical acts of peers than supervisors. The results also suggest that Graham’s model of principled organizational dissent may not be applicable to Chinese and perhaps other non-Western cultures.

Key Words: whistle-blowing • ethics • culture • employees • fraud

Business & Society, Vol. 44, No. 4, 462-486 (2005)
DOI: 10.1177/0007650305281848
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