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Author

Marcia P. Miceli

Other affiliations: Ohio State University
Bio: Marcia P. Miceli is an academic researcher from Georgetown University. The author has contributed to research in topics: Wrongdoing & Prosocial behavior. The author has an hindex of 37, co-authored 58 publications receiving 8446 citations. Previous affiliations of Marcia P. Miceli include Ohio State University.


Papers
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Journal ArticleDOI
TL;DR: In this paper, the authors draw upon existing theories of motivation and power relationships to propose a model of the whistle-blowing process, focusing on decisions made by organization members who believe they have evidence of organizational wrongdoing, and the reactions of organization authorities.
Abstract: Research on whistle-blowing has been hampered by a lack of a sound theoretical base. In this paper, we draw upon existing theories of motivation and power relationships to propose a model of the whistle-blowing process. This model focuses on decisions made by organization members who believe they have evidence of organizational wrongdoing, and the reactions of organization authorities. Based on a review of the sparse empirical literature, we suggest variables that may affect both the members' decisions and the organization's responses.

894 citations

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TL;DR: In this article, the authors show that whistle-blowing is a form of prosocial behavior and provide clues about personality and situational variables predictive of whistleblowing, and propose to modify Latane's and Barley's (1968, 1970) bystander intervention framework.
Abstract: Why do some observers of organizational wrongdoing choose to report it? This question has received little research attention despite its prominence in the popular media. This paper attempts to show that whistle-blowing is a form of prosocial behavior. Empirical studies in the social-psychological literature of prosocial behavior provide clues about personality and situational variables predictive of whistle-blowing. Latane's and Barley's (1968, 1970) bystander intervention framework is modified for whistle-blowing decisions. Propositions for future research are offered.

553 citations

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TL;DR: In this paper, the authors examine the profound consequences for individuals, organizations, and society at large of the phenomenon known as whistle-blowing and reveal how individuals reach the often difficult decision to turn in their companies.
Abstract: In this study the authors examine the profound consequences for individuals, organizations, and society at large of the phenomenon known as whistle-blowing. They examine several common views of the whistle-blower - from disloyal rat to courageous hero - and reveal how individuals reach the often difficult decision to turn in their companies. With case examples, such as Watergate, the Challenger disaster, and product liability lawsuits, they show executives how to deal with whistle-blowing and its consequences. For those contemplating \"turning in\" their companies, the authors offer real-life examples of the implications, both practical and legal.

455 citations

Journal ArticleDOI
TL;DR: In this article, the authors identify three types of workaholic behavior patterns: compulsive-dependent, perfectionist, and achievement-oriented workaholism, and identify potential linkages between each type of behavior pattern and important outcomes such as performance, job and life satisfaction, and turnover.
Abstract: Although much has been written about“workaholism,” rigorous research andtheoretical development on the topic is in its infancy.We integrate literature from multiple disciplines andoffer a definition of workaholic behavior. We identify three types ofworkaholic behavior patterns: compulsive-dependent,perfectionist, and achievement-oriented workaholism. Apreliminary model is proposed; it identifies potential linkages between each type of workaholismpattern and important outcomes such as performance, joband life satisfaction, and turnover. Specificpropositions for future research are articulated. Weconclude that, depending on the type of workaholicbehavior pattern, workaholism can be good or bad, andits consequences may be experienced or evaluateddifferently by individuals, organizations, and societyat large. Researchers and managers should avoidmaking judgments about the positive or negative effectsof workaholism until more carefully controlled researchhas been published.

442 citations

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TL;DR: In this paper, the authors attempt to separate myth from reality by reviewing research results pertinent to two questions: are whistle-blowers really crackpots and do most of them suffer retaliation following their actions?

415 citations


Cited by
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01 Jan 1982
Abstract: Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

7,539 citations

Journal ArticleDOI
TL;DR: The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS) and indicated that 3 major categories of beneficial treatment received by employees were associated with POS.
Abstract: The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.

5,828 citations

01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

2,134 citations

Journal ArticleDOI
TL;DR: This research attempts to clarify the semantic confusion surrounding lean production by conducting an extensive literature review using a historical evolutionary perspective in tracing its main components, and identifies a key set of measurement items.

2,069 citations

Journal ArticleDOI
TL;DR: In this paper, the authors argue that there are powerful forces in many organizations that cause widespread withholding of information about potential problems or issues by employees and refer to this collective-level phenomenon as "organizational silence".
Abstract: We argue that there are powerful forces in many organizations that cause widespread withholding of information about potential problems or issues by employees. We refer to this collective-level phenomenon as “organizational silence.” In our model we identify contextual variables that create conditions conducive to silence and explore the collective sensemaking dynamics that can create the shared perception that speaking up is unwise. We also discuss some of the negative consequences of systemic silence, especially for organizations' ability to change and develop in the context of pluralism.

1,874 citations