UNRAVELING THE IMPACT OF ETHICAL CULTURE ON WHISTLEBLOWING: A MULTILEVEL ANALYSIS OF ANTECEDENTS, MODERATORES AND CONSEQUENCES IN THE BANKING SECTOR OF PAKISTAN

Abstract

Whistleblowing is an act of identifying and speak about wrongdoing. This study investigates the relationship between ethical culture, leadership, and whistleblowing in the banking sector of Pakistan. A quantitative approach was employed. A survey questionnaire was administered to 210 employees in the banking sector. Grounded in Social Exchange Theory (SET) and Organizational Justice Theory (OJT), this study explores the antecedents, moderators, and consequences of whistleblowing, providing insights into the dynamics of ethical culture and whistleblowing. The findings of this study support the hypotheses that ethical culture, leadership, and organizational reputation are significant predictors of whistleblowing, and that moral courage and organizational virtuousness moderate the relationship between ethical culture and whistleblowing. The results of this study indicate that ethical culture, leadership, and organizational reputation are significant predictors of whistleblowing. The study also found that moral courage and organizational virtuousness moderate the relationship between ethical culture and whistleblowing. The findings of this study contribute to our understanding of the complex relationships between ethical culture, leadership, and whistleblowing in the banking sector of Pakistan. The study's results have important implications for policymakers, managers, and researchers. The findings suggest that organizations should prioritize the development of a strong ethical culture and leadership to encourage whistleblowing. The study's results also highlight the importance of moral courage and organizational virtuousness in promoting whistleblowing.