PAPERS

A Cross-Cultural Comparison of Managers’ Whistleblowing Tendencies Sims. R. L. & Keenan, J. P. (1999). word | pdf
This study considers the differences in culture between a United States sample of managers and a Jamaica, West Indies sample of managers using Hofstede’s (1991) theory of International Cultures. The study explores how those cultural differences may help in our understanding of the differences in whistleblowing tendencies.

Campus Internet Information Ethics in Japan: An Empirical Study. Nara, Y., and Keenan, J. P. (2001). word | pdf
The main purpose of this study is to investigate the effects of daily general ethics on internet information ethics. Variables examined include: the relationship between Internet information ethics and general ethics of university students , empathy, sensation-seeking, frequency in use of the Internet and image of the Internet. The data for analysis was obtained through completion of questionnaires by 493 University students in Osaka, Japan.
Significant findings include: (1) Students who have high-level daily general ethics also have high-level Internet information ethics. (2) Students who have high-level empathy also have high-level Internet information ethics. (3) Students who have high-level sensation-seeking tendencies have low-level Internet information ethics. (4) Students whose frequency of use of the Internet have low-level Internet information ethics. (5) Students who have negative images about the Internet have good awareness of Internet information ethics.

Cultural Influences on Whistleblowing: A Study of Philippine and U.S. Managers. Keenan, J. P. and Remington, S. (2002). word | pdf
International commerce and the increasing globalization of our planet with respect to political, social and economic realities results in a variety of new dilemmas for leaders and managers in multinational organizations. One area where major difficulties often arise concerns handling ethical problems within a different cultural context. Whistleblowing is one possible response to ethical problems. This study considers the differences in culture between a United States sample of managers and a Phillipine sample of managers using Hofstede’s (1991) theory of International Cultures. The study explores how these cultural differences may help in our understanding of the differences in reported whistleblowing tendencies.

Terrorism - The wave of the future: A strategic management study and evaluation. Keenan, J. P. (1991). word | pdf
An examination of unfolding world events as discussed by the popular press as well as the scholarly community seems to indicate that the problem of international violence and terrorism continues to be a disturbing phenomenon. Many are beginning to ask whether the current rise in terrorist activity is an historical aberration or whether it signifies a qualitative escalation of this form of violence for the future.
The major purpose of this paper is to explore this question from a strategic management perspective in hopes of gaining a better understanding of the problem. To begin with, the paper proposes a new definition of terrorism and examines its major forms. Secondly, it compares and analyzes the differences between traditional and newly emerging, contemporary forms of terrorism. Thirdly, it evaluates and critiques the consensus developing among leading "experts" about the future of terrorism. Finally, the paper assesses the future of terrorism based on an examination of underlying forces at work in today's world and suggests strategies for a more effective response.

Whistleblowing and the First-Level Manager: Determinants of Feeling Obliged to Blow the Whistle. Keenan, J. P. (1995). word | pdf
Whistleblowing involves employees reporting illegal, immoral or illegitimate practices under the control of their employers to parties internal or external to the organization who can take action. The major purpose of this paper is to examine possible determinants of feelings of obligation to blow the whistle by first-level managers. Results indicate that knowledge/information where to blow the whistle, fear of retaliation, gender, and moral perceptions about minor fraud and harm to others are the factors which appear to play the greatest part in regards to feelings of obligation to blow the whistle. Recommendations are made for management practice and new directions suggested for future research in these areas.

Whistleblowing and the professional. Management
Accounting, (Lybrand Gold Medal Winner for Best Paper of year in Management Accounting).Keenan, J. P. and Krueger, C. A. (1992) word | pdf
The dramatic increase of whistleblowing is evidenced by press coverage, court hearings and articles. Managers indicate they want to be informed about wrongdoing. Yet a common response to whistleblowers is to retaliate against them. This study indicates professionals have observed wrongdoing and believe wrongdoing should be reported. Yet these same professionals have little confidence that their organization can protect them from retaliation.
The Institute of Management Accountants Standards of Ethical Conduct require management accountants to communicate unfavorable information, and if ethical conflict continues they may be forced to resign their position

Whistleblowing: Managing Dissent in the Workplace
by Frederick Elliston, John Keenan, Paula Lockhart, Jane Van Schaick (June 15, 1985). New York: Praeger Press.
List Price $58.00 (Hardcover) - (Available through amazon.com)
Discount Price: $25.00 (Softcover) - (Available direct through Dr. Keenan)
Greenwood Publishing Group; ISBN: 0275900916 Editorial
Book Description: This study examines the legal, moral and strategic aspects of scientists and engineers in governmental and private organizations who go public disclosing illegal, immoral or questionable practices in the workplace. The research contained in this book is based on a two year study funded by the National Science Foundation and focuses on interviews conducted with individuals who were involved in whistleblowing incidents. The authors identify individual, organizational, social and environmental factors which affect particular whistleblowing strategies.

Whistleblowing, Research: Methodological and Moral Issues. Elliston, F.A., Keenan, J.P., Van Schaick, J., & Lockhart, P. (1985). New York: Praeger Press.
List Price: $49.95 (Hardcover) - (Available through www.zubal.com)
Book Description:
A companion book to Whistleblowing: Managing Dissent in the Workplace by the same authors, this study explains and answers the methodological and moral questions they confronted during their research on whistleblowing. In the course of conducting the case study research, a series of tantalizing and troublesome theoretical questions arose: What is whistleblowing and how can its success or failure be judged? How can various theories about organizational behavior be used to predict where whistleblowing is most likely to occur? The data gathered were analzyed from four different perspectives: legal, strategic, sociological, and ethical. The authors were then able to formulate and test 31 hypotheses about when whistleblowing is likely to occur, and what factors make it likely to be proved effective. The authors raise various moral quesitons about different forms of dissent and their justification

John P. Keenan - A listing of publications and research papers. word | pdf