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Culture and Ethics Management

Whistle-blowing and Internal Reporting within a NAFTA Country Context

The University of Sydney, Australia

Richard Brislin

Reg Worthley

University of Hawaii, USA

Bella L. Galperin

University of Tampa, USA

Steve Jenner

California State University, Dominguez Hills, USA

Terri R. Lituchy

Concordia University, Canada

Joan MacLean

Simon Fraser University, Canada

Gustavo Munoz Aguilera

Universidad Autonoma de Baja California, Mexico

Elizabeth Ravlin

University of South Carolina, USA

James H. Tiessen

McMaster University, Canada

Dave Bess

University of Hawaii, USA

Marie-France Turcotte

The University of Quebec at Montreal, Canada

This article examines the relation of culture to the propensity for, and potential effectiveness of, both internal reporting and whistle-blowing as ethics management tools within a North American context. Samples from a total of 10 regions in the US, Canada and Mexico increased the accuracy and meaningfulness of the findings. Hofstede's cultural dimensions uncertainty avoidance and power distance had the most consistent and significant relationship to propensity for both whistle-blowing and internal reporting, while collectivism was not found to be significantly related to either ethics management tool. Managers who better understand the cultural links to ethics management are more likely to craft the most effective organizational ethics strategies. Researchers can gain from increased insight, allowing departure from assumptions to an empirically based examination of how cultural dimensions might influence ethics management instruments.

Key Words: culture • ethics management • Hofstede • Sarbanes-Oxley • whistle-blowing

International Journal of Cross Cultural Management, Vol. 7, No. 1, 5-28 (2007)
DOI: 10.1177/1470595807075167


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