000			01986cam a2200253 4500500
005			20250121150159.0
041			_afre
042			_adc
100	1	0	_aSefiani, Saïd _eauthor
245	0	0	_aWhistle-blowing decision-making: what theoretical frameworks for management science beyond ethical decision-making?
260			_c2024.
500			_a30
520			_aA group of researchers agrees that the whistleblowing decision-making trend is still under construction to understand how middle managers position themselves in disclosing the secret of bad practices encountered in the management of concrete organizations. The theory of Ethical Decision Making (EDM), resulting from the work of Rest (1983, 1986), Trevino (1986) and Jones (1991), presents interesting contributions to both external parties, the organization and the individual facing dilemmas. This model, very often considered psycho-social in scope, has the advantage of being able to describe the foundations of the individual’s position within the organization itself and by extension with external parties. However, the fertility of this theoretical current should not obscure its points of weakness, particularly operational in the field of management sciences. The purpose of this article is precisely to explore the main operating methods already exploited, the points of weakness and to propose an articulation around complementary related theoretical currents whose purpose is to shed light on the ethical control of organizations.
690			_aEthics
690			_aWhistleblowing
690			_aDilemma
690			_aEthical decision making (EDM) theory
690			_aEthics
690			_aWhistleblowing
690			_aDilemma
690			_aEthical decision making (EDM) theory
786	0		_nVie & sciences de l'entreprise | o 218 | 3 | 2024-02-19 | p. 51-65 | 2262-5321
856	4	1	_uhttps://shs.cairn.info/journal-vie-et-sciences-de-l-entreprise-2023-3-page-51?lang=en&redirect-ssocas=7080
999			_c593060 _d593060