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Culture and Whistleblowing An Empirical Study of Croatian and United States Managers Utilizing Hofstede's Cultural Dimensions

Leaders and managers of today's multinational corporations face a plethora of problems and issues directly attributable to the fact that they are operating in an international context. With worksites, plants and/or customers based in another country, or even sacral countries, representing a vast spectrum of cultural differences, international trade and offshore operations, coupled with increased globalization in respect to political, social and economic realities, contribute to new dilemmas that these leaders must deal with. Not the least of these being a Code of Ethics and ethical decision making. This paper examines the differences in culture between a group of managers from United States and similar group from Croatia using Hofstede’s theory of International Cultures. The study explores how these cultural dimensions may help in our understanding of the differences in reported whistleblowing. The authors then postulate four hypotheses regarding various aspects of whistleblowing. These Hypotheses where than tested using a survey administered to a sample of U.S.A. and Croatian managers. Finally the paper discusses the findings and practical implications for contemporary managers in the international arena.

culture; ethics; Hofstede; managers; whistleblowing

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