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Using technology to meet national security expectations and requirements is not new. Nations attempt to strike a balance between security and the (expressed or otherwise) privacy needs of citizens. Attacks (physical or cyber) on citizens shift the equilibrium point towards security. In contrast, civil liberties organisations act to preserve or increase privacy. The purpose of this paper is to explore Australian attitudes towards privacy and surveillance during the COVID-19 pandemic. In addition, this paper aims to discover what (if any) factors contribute to societal acceptance of privacy encroachment implicated by surveillance programs.

Data collection occurred during 2021 using a cross-sectional survey comprising a variety of self-assessment questions. In addition, anchoring vignettes were introduced as a means of contextualising complex concepts, i.e. privacy and security. Finally, latent class analysis (LCA) was used to identify homogenous patterns within the data, referred to as “classes” for the analysis of trust.

First, the survey revealed that citizens appear to be unconcerned about surveillance in public and private spaces (although this may be a temporary effect resulting from the pandemic). The potential for identification, however, does raise concerns. Second, LCA surfaced a specific group that were more likely to trust entities and showed less concern about surveillance in society. Finally, even this latter group displayed a “trust deficit” in specific organisations (private businesses and social media firms).

The tension between security and privacy remains, even in a post-pandemic world; therefore, the authors consider that the results, whilst interesting, are preliminary. Notwithstanding this, the findings provide insight into Australian attitudes towards privacy and surveillance and, consequently, provide input into public policy.

This is the most recent survey of the Australian public concerning this issue. The analysis of the effect of the pandemic on attitudes provides further value.

Boundary spanners link their internal organization with its external environment. In the present research, the authors study supply managers who build a bridge between a large original equipment manufacturer (OEM) and its network of suppliers. The purpose of this paper is to explore how boundary spanners mediate between internal (buyer) and external (supplier) managers in supplier development (SD) initiatives.

This paper adopts a qualitative case method to study an OEM pursuing multiple SD initiatives with multiple suppliers simultaneously. Data consist of interviews and non-participant observations conducted over a period of 14 months.

The findings of this paper highlight the mediation tasks that emerge at the organizational interface in advanced SD undertakings. Based on the analysis, this paper demonstrates how the nature of three core boundary-spanning activities, information mediation, reaching compromises and strategic communication, differ in four general SD conditions.

The present paper advances the understanding of individual-level buyer–supplier tensions in SD. It makes a theoretical contribution that sits in the intersection between boundary spanning and SD.

This paper increases managers’ knowledge of a range of required SD mediation activities and provides an overview of where they unfold.

This paper breaks new ground by creating knowledge that extends beyond four dominant trends in SD research: SD as organizational-level behavior, SD as a generic set of activities, SD as a single performance improvement area and SD as a dyadic management task.

Drawing on institutional theory, this study aims to analyse the regulation of executive remuneration as espoused in the United Kingdom (UK) codified corporate governance principles, focussing on sources of advice to decision-makers, the nature of the advice sought and given, and interaction of those involved in the process.

A qualitative research design was used. Data were assembled from interviewing non-executive board/remuneration committee members; institutional investors; external remuneration consultants and internal human resources (HR)/reward specialists. Results were analysed in accordance with the Gioia technique.

Tensions inherent in the interpretation of corporate governance codes are illustrated. Emphasis on independent advice combined with constraints on decision-makers' capacity to navigate the nuances of a complex field and reputational concerns risks standardised instead of bespoke remuneration approaches aligned with corporate contexts.

There is a role for internal HR advisors to add value through their potential to reduce the gap within remuneration committees between institutional contexts and independent decision-making, facilitating more strategic human resource management inspired executive remuneration.

Application of institutional theory indicates the relevance of balancing external with internal sources to secure advice that is horizontally and vertically aligned within an organisation to meet the letter and spirit of corporate governance norms. Extending the explanatory power of institutional theory, care is needed though not to overlook the normative underpinnings of professional advisors' own value sets.