When whistle-blowing works: The Norwegian case

Abstract

Research on whistle-blowing in the Norwegian public sector shows remarkable findings compared with international research. A very high proportion of employees blow the whistle when they experience misconduct, and the majority of these people receive positive reactions. Furthermore, a majority of the whistle-blowers report that the conduct that led them to blow the whistle improved. These positive findings are different from those reported in international research displaying that whistle-blowing is difficult, often results in retaliation and is rarely effective. This article seeks to shed light on the positive Norwegian experiences, first by exploring how power resources can help us understand the extent and types of whistle-blowing, the consequences for the whistle-blower and the effectiveness of the practice. Second, the article asks whether a Norwegian model of labour relations promotes a communicative ‘culture’ where employees can freely voice their opinions and critical remarks, and report misconduct. The findings show that power resources to a little degree can explain whistle-blowing activity and its results. It is plausible to assume that the strong emphasis on collective arrangements and laws reduces the impact of an individual employee’s power resources by making the reporting process less arbitrary. Furthermore, it could be argued that the Norwegian model establishes structures for a communication culture that facilitates whistle-blowing.

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