Abstract
Law-breaking activities within firms are widespread but difficult to uncover, making whistleblowing by employees desirable. We investigate if and how monetary incentives and expectations of social approval or disapproval from the public, and their interactions, affect an employee's decision to blowthewhistlewhen the social damage fromthe reportedmisbehavior ismore or less salient.Our analysis also has implications for the design and management of firms' internal whistleblowing channels.