Jose Casal. ; New Jersey Institute of Technology. Abstract. Preliminary evidence suggests that the type of wrongdoing observed in organizations affects the whistle-blowing process; that is, the likelihood that wrongdoing will be reported and the consequences of so doing. Using as sample of management accountants. The problem for the organization, the researcher and the law is to determine the real motive of the whistle-blower (Casal and Zalkind, ; Miceli et al., ; Somers and Casal, ). Hopefully, close investigations of whistle-blowing accusations can help determine between just and unjust whistle-blowers. But the . The relationship between organizational commitment and whistle-blowing was studied using a national sample of management accountants. Linear and curvilinear versions of the reformer and the organization man hypotheses were tested with results supporting a purely curvilinear model.
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In the case of Enron there was reluctance to blow the whistle by the audit staff despite their knowledge about the client's business, its casal blowing and financial affairs most likely because of collusion between the client, management and the audit partner Alleyne et al, SOM's capabilities include assessment of nonlinear relationships among study variables and projection of firms and clusters in two dimensional space based on german amiga relative similarity. Jerry Garcia Band — live record released in Somers, M. J., & Casal, J. C. (). Organizational commitment and whistle- blowing: A test of the reformer and the organization man hypothesis. Group & Organization Management, 19(3), – Sonnier, B. M. (). The effects of wrongdoer motivation and internal versus external reporting channel on the intention to. 25 Nov Jose Casal. ; New Jersey Institute of Technology. Abstract. The relationship between organizational commitment and whistle-blowing was studied using a national sample of management accountants. Linear and curvilinear versions of the reformer and the organization man hypotheses were tested with. It has been suggested that those with strong commitment to the organization would be least likely to engage in whistle-blowing (Randall, 1 ); in contrast, others have suggested that strong commitment would make such behavior more likely (Hirschman, ). Somers and Casal () examined this question empirically.