A Global Approach to Public Interest Disclosure
Show Less

A Global Approach to Public Interest Disclosure

What Can We Learn from Existing Whistleblowing Legislation and Research?

Edited by David B. Lewis

This timely and important book assesses the impact of legislation on public interest disclosures internationally, as well as setting an agenda for future research on whistleblowing.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 7: Loyalty and Whistleblowing in Norway: How Roles Come into Play

Marit Skivenes and Sissel Trygstad


Dr Marit Skivenes and Dr Sissel Trygstad INTRODUCTION Studies of employees in Norway show that they have reported to a great extent what they characterize as serious wrongdoing at their workplace. About eight out of ten employees blow the whistle on their observations, that is, report them to someone that can do something about the situation1 (Norwegian Statistics, 2006; Skivenes and Trygstad, 2007; cf. Miceli and Near’s 2002 definition of whistleblowing). One important reason for the high rate of reporting could be that Norwegian employees experience themselves as empowered and autonomous in the sense that they have high job security, different channels for ‘voice’ inside the organization, and the State’s arrangements that provide extensive welfare services for all unemployed in particular and for all citizens in general (Skivenes and Trygstad, forthcoming). Empowered and autonomous employees might present challenges to employers and companies, as employees can be disloyal, misuse their power, create mistrust at the workplace and have aims other than those that the organization wants to achieve. This chapter sheds light on these challenges by addressing loyalty obligations: should employees be loyal to their employer, to professional standards, to service users, to their co-workers, to their local community, to their own moral standards or to their own self-interests? More significantly, can employees handle conflicting loyalties and how do they do so? Our aim is to shed light on the loyalty dilemmas that employees might face in their daily work and how this might influence their whistleblowing activity. We start with...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.