While reports by whistleblowers of organizational wrongdoing are increasing within the popular media and recognized in legislation, there remain major research gaps concerning the effective management of whistleblowing. Research has established that the reporting of suspected wrongdoing is an important contributor to organizational integrity and performance. The majority of whistleblowing research has focused upon the reporter’s personal characteristics and experiences. Parallel research within the legal field has focused upon the characteristics of organizational policies. What is missing is investigations into the methods by which organizations actually manage this disclosure process and the effectiveness of these methods for encouraging employee’s reports of wrongdoing and ensuring beneficial outcomes. In this chapter, we integrate key multidisciplinary perspectives of whistleblowing and propose a multilevel model to inform and encourage research focused on the effective management of whistleblowing. The hypothesized “whistleblowing response model” identifies four levels (regulatory context, organization, manager, and reporter) of key characteristics, responses, and outcomes, which have both direct effects and interactional relationships upon the effective management of an organizational report of wrongdoing. We integrate these discussions within the new model, already demonstrated in large-scale research in Australia and New Zealand, to guide subsequent whistleblowing research.