Whistleblowing is a form of pro-social behaviour that occurs when a current or former employee reports organisational wrongdoing to any authority that is able to implement corrective action. While models of whistleblowing indicate that a number of social factors may influence an employee’s decision to blow the whistle, very little cognisance is given to the role of organisational trust in such situations. Since whistleblowing situations often pose problems for whistleblowers, organisational trust becomes an important facilitator for the decision to blow the whistle. This study explores whether organisational trust is an influencing social factor that may facilitate whistleblowing. It is found that organisational trust plays a significant role in decisions to blow the whistle. It shows in particular that when organisational trust exists, employees are more likely to blow the whistle, and secondly, that whistleblowing is more likely to take place internally rather than externally. Further, this study shows that in the absence of trust employees will not report organisational wrongdoing, although this finding also suggests that other social factors may impact on the decision not to blow the whistle. This dissertation argues that understanding the relationship between the two phenomena provides greater insight into how organisational trust may affect whistleblowing. / Prof. Tina Uys Dr. Neville Bews