Editing Whistleblowing (section)

===Motivations===
Many whistleblowers have stated that they were motivated to take action to put an end to unethical practices after witnessing injustices in their businesses or organizations.<ref>{{Cite journal | doi=10.1037/pro0000038 | title=Using scholarship on whistleblowing to inform peer ethics reporting| journal=Professional Psychology: Research and Practice| volume=46| issue=4| pages=298–305| year=2015| last1=Rice| first1=Alexander J.}}</ref> A 2009 study found that whistleblowers are often motivated to take action when they notice a sharp decline in ethical practices, as opposed to a gradual worsening.<ref>{{Cite journal | doi=10.1016/j.jesp.2009.03.013 |title = When misconduct goes unnoticed: The acceptability of gradual erosion in others' unethical behavior|journal = Journal of Experimental Social Psychology|volume = 45|issue = 4|pages = 708–719|year = 2009|last1 = Gino|first1 = Francesca|last2 = Bazerman|first2 = Max H.}}</ref> There are generally two metrics by which whistleblowers determine if a practice is [[unethical]]. The first metric involves a violation of the organization's bylaws or written ethical policies. These violations allow individuals to concretize and rationalize blowing the whistle.<ref>{{Cite journal |doi = 10.1007/s10551-010-0591-1|title = From Inaction to External Whistleblowing: The Influence of the Ethical Culture of Organizations on Employee Responses to Observed Wrongdoing|journal = Journal of Business Ethics|volume = 98|issue = 3|pages = 513–530|year = 2011|last1 = Kaptein|first1 = Muel|url = http://repub.eur.nl/pub/16600|hdl = 1765/16600|s2cid = 55253548|hdl-access = free}}</ref> On the other hand, "value-driven" whistleblowers are influenced by their personal codes of ethics or by [[public service motivation]] which comes from an alignment of personal, cultural and organisational values. In these cases, whistleblowers have been criticized for being driven by personal biases.<ref>{{Cite journal | doi=10.5465/ambpp.1992.17516217 | title=Whistleblowing: A Conceptualization and Model| journal=Academy of Management Proceedings| volume=1992| pages=348–352| year=1992| last1=Keenan| first1=John P.| last2=McLain| first2=David L.|url=https://www.researchgate.net/publication/276048406}}</ref>

In addition to ethics, social and organizational pressure are motivating forces. A 2012 study shows that individuals are more likely to blow the whistle when others know about the wrongdoing, because they fear the consequences of keeping silent.<ref>{{Cite journal |doi = 10.1007/s10551-011-0990-y|title = The Effects of Contextual and Wrongdoing Attributes on Organizational Employees' Whistleblowing Intentions Following Fraud|journal = Journal of Business Ethics|volume = 106|issue = 2|pages = 213–227|year = 2012|last1 = Robinson|first1 = Shani N.|last2 = Robertson|first2 = Jesse C.|last3 = Curtis|first3 = Mary B.|s2cid = 153653821|url=https://www.academia.edu/29417100}}</ref> In cases where one person is responsible for wrongdoing, the whistleblower may file a formal report, rather than directly confronting the wrongdoer, because confrontation would be more emotionally and psychologically stressful.<ref>{{Cite journal | doi=10.1177/0275074010375298| title=Managing Conflicting Public Values: Governing with Integrity and Effectiveness| journal=The American Review of Public Administration| volume=40| issue=6| pages=623–630| year=2010| last1=De Graaf| first1=Gjalt| last2=Van Der Wal| first2=Zeger| s2cid=219383880| url=https://research.vu.nl/en/publications/1fc1472e-64b5-45d7-b5db-fda8dd763d6c}}</ref><ref>{{Cite journal |doi = 10.1080/00909880009365579|title = Peer reporting of coworker wrongdoing: A qualitative analysis of observer attitudes in the decision to report versus not report unethical behavior|journal = Journal of Applied Communication Research|volume = 28|issue = 4|pages = 309–329|year = 2000|last1 = King|first1 = Granville|last2 = Hermodson|first2 = Amy|s2cid = 145715363}}</ref><ref>{{Cite journal |jstor = 256472|last1 = Trevino|first1 = Linda Klebe|title = Peer Reporting of Unethical Behavior: A Social Context Perspective|journal = The Academy of Management Journal|volume = 35|issue = 1|pages = 38–64|last2 = Victor|first2 = Bart|year = 1992}}</ref> Furthermore, individuals may be motivated to report unethical behavior when they believe their organizations will support them.<ref>{{Cite journal |jstor = 30040692|last1 = Gundlach|first1 = Michael J.|title = The Decision to Blow the Whistle: A Social Information Processing Framework|journal = The Academy of Management Review|volume = 28|issue = 1|pages = 107–123|last2 = Douglas|first2 = Scott C.|last3 = Martinko|first3 = Mark J.|year = 2003|doi = 10.5465/amr.2003.8925239}}</ref> Professionals in management roles may feel responsibility to blow the whistle to uphold the values and rules of their organizations.<ref>{{Cite journal | doi=10.1108/13639511311302461 |title = Why police officers and labour inspectors (do not) blow the whistle|journal = Policing: An International Journal of Police Strategies & Management|volume = 36|pages = 27–50|year = 2013|last1 = Loyens|first1 = Kim|hdl = 1874/309978| s2cid=142614344 |hdl-access = free}}</ref>