This study investigates the characteristics of whistleblowers, the prevalence and nature of whistleblowing, and the occurrence of retaliation after whistleblowing using a randomly selected and representative sample of Norwegian employees. The results showed that 12 per cent self-reported as whistleblowers according to an operational definition. Being a leader, or a union or personnel safety representative was significantly related to whistleblowing. The most frequently reported wrongdoing was harassment conducted by a single colleague. Wrongdoer(s) received mixed responses, from no reaction to reprimand. Even though most whistleblowers were not sanctioned, they reported less job satisfaction and more workplace bullying than did nonwhistleblowers. Only a few were rewarded. For the most part, wrongdoing was stopped or reduced. However, whistleblowing was only partially effective, because whistleblowers reported lack of feedback about the result of their report. Results also showed that the status of the wrongdoer was related to the reaction he or she received afterwards, as were the type of wrongdoing and the effect on the wrongdoing, and the type of wrongdoing and the effect on the wrongdoer(s). Potential explanations for the results, such as the type of sample and power distance, are discussed. Practical implications of the study are also addressed, such as the importance of providing feedback to whistleblowers.
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