Sundstrand A Case Study in Transformation of Cultural Ethics
Sundstrand: A Case Study in
Transformation of Cultural Ethics
James A. Benson
David L. Ross
ABSTRACT. This analysis examines whistleblowing within the context of organizational culture. Several factors which have provided impetus for organizations to emphasize ethical conduct and to encourage internal, rather than external, whistleblowing are identified. Inadequate protection for whistleblowers and statutory enticement for them to report ethical violations externally are discussed. Sundstrand’s successful model for cultural change and encouragement of internal whistleblowing is analyzed to show how their model of demonstrating management’s commitment to ethical conduct, establishing ethical expectations of employees, training to ensure that employees understand the concepts and expectations, promoting of employee ownership of the program, making the program visible, protecting the whistleblower and undertaking periodic reviews of the program’s success may serve as a model for other organizations.
organizations feel that the ethics of their organizational culture have deteriorated:
An organization’s culture, which Harris describes as “its distinct identity” (1993, p. 64), has a profound impact upon the lives of both the employer and their employees. For example, at the outset of the employee’s association with the organization, culture “punctuates their experiences” and “provides access to . . . shared reality with others in the organization” (Pacanowsky and Trujillo, 1992, pp. 107–116). As their association with the organization develops, the organization’s culture is instrumental in transforming individuals into to group members
(Barnett and Goldhaber, 1993), and in instilling two important attitudes: acceptance of the organization’s basic values and creation of awareness of what will happen to them if they refuse to abide by the organization’s cultural rules (Fisher,
1993).
Surveys have revealed that members of many
A
Transformation of Cultural Ethics
James A. Benson
David L. Ross
ABSTRACT. This analysis examines whistleblowing within the context of organizational culture. Several factors which have provided impetus for organizations to emphasize ethical conduct and to encourage internal, rather than external, whistleblowing are identified. Inadequate protection for whistleblowers and statutory enticement for them to report ethical violations externally are discussed. Sundstrand’s successful model for cultural change and encouragement of internal whistleblowing is analyzed to show how their model of demonstrating management’s commitment to ethical conduct, establishing ethical expectations of employees, training to ensure that employees understand the concepts and expectations, promoting of employee ownership of the program, making the program visible, protecting the whistleblower and undertaking periodic reviews of the program’s success may serve as a model for other organizations.
organizations feel that the ethics of their organizational culture have deteriorated:
An organization’s culture, which Harris describes as “its distinct identity” (1993, p. 64), has a profound impact upon the lives of both the employer and their employees. For example, at the outset of the employee’s association with the organization, culture “punctuates their experiences” and “provides access to . . . shared reality with others in the organization” (Pacanowsky and Trujillo, 1992, pp. 107–116). As their association with the organization develops, the organization’s culture is instrumental in transforming individuals into to group members
(Barnett and Goldhaber, 1993), and in instilling two important attitudes: acceptance of the organization’s basic values and creation of awareness of what will happen to them if they refuse to abide by the organization’s cultural rules (Fisher,
1993).
Surveys have revealed that members of many
A