Search results
11 – 20 of 27This study aims to elicit an understanding of creativity and innovation to enable a totally aligned information security culture. A model is proposed to encourage creativity and…
Abstract
Purpose
This study aims to elicit an understanding of creativity and innovation to enable a totally aligned information security culture. A model is proposed to encourage creativity and innovation as part of the information security culture.
Design/methodology/approach
The study first applied a theoretical approach with a scoping literature review using the preferred reporting items for systematic reviews and meta-analyses method to propose a conceptual model for engendering employee creativity and innovation as part of the information security culture. A qualitative research method was further applied with expert interviews and qualitative data analysis in Atlas.ti to validate and refine the conceptual model.
Findings
A refined and validated information security culture model enabled through creativity and innovation is presented. The input from the expert panel was used to extend the model by 18 elements highlighting that the risk appetite of an organisation defines how much creativity and innovation can be tolerated to reach a balance with the potential risks it might introduce. Embedding creativity and innovation as part of the organisational culture to facilitate it further as part of the information security culture can aid in combating cyber threats and incidents; however, it should be managed through a decision-making process while governed within policies that define the boundaries of creativity and innovation in information security.
Research limitations/implications
The research serves as a point of reference for further research about the influence of creativity and innovation in information security culture which can be investigated through structural equation modelling.
Practical implications
This study offers novel insights for managerial practice to encourage creativity and innovation as part of information security.
Originality/value
The research proposes a novel concept of introducing creativity and innovation as part of the information security culture and presents a novel model to facilitate this.
Details
Keywords
Lei Wang, James W. Bishop, Xiangming Chen and K. Dow Scott
This study tested the hypothesis of collectivist orientation as a predictor of affective organizational commitment. Data from 510 employees working in two organizations in China…
Abstract
This study tested the hypothesis of collectivist orientation as a predictor of affective organizational commitment. Data from 510 employees working in two organizations in China supported the hypothesis, that is, collectivist orientation is a significant predictor of affective organizational commitment when employees' specific organization, age, sex, organizational tenure, educational level, and pay satisfaction are controlled.
Sakthi Mahenthiran, Robert Mackoy and Jane L. Y. Terpstra-Tong
This study examines how budgetary support (BS), teamwork, and organizational commitment to employees (OCE) affect firm performance across two countries, Malaysia and the United…
Abstract
This study examines how budgetary support (BS), teamwork, and organizational commitment to employees (OCE) affect firm performance across two countries, Malaysia and the United States. By surveying senior managers of 165 small and medium enterprises, this study finds that teamwork and BS each has a direct effect on OCE and firm performance. Further, results indicate that OCE mediates the relationship between BS, teamwork, and firm performance. In Malaysia, but not in the United States, we find that teamwork affects performance directly. In the United States, but not in Malaysia, we find that BS affects performance, and there is an interaction effect between BS and management influence. We attribute the effects to the different national cultures and social-exchange relations and highlight the contributions to the budgeting research, organizational commitment literature, and to practice.
Details
Keywords
Alicia Grandey, Anat Rafaeli, Shy Ravid, Jochen Wirtz and Dirk D. Steiner
The purpose of this paper is to illustrate how emotion display rules are influenced by relational, occupational, and cultural expectations.
Abstract
Purpose
The purpose of this paper is to illustrate how emotion display rules are influenced by relational, occupational, and cultural expectations.
Design/methodology/approach
The authors compare these influences by assessing anger and happiness display rules toward customers, coworkers, and supervisors across four cultures.
Findings
Overall, the findings suggest that anger can be expressed with coworkers, can be slightly leaked to supervisors, but must be almost completely suppressed with customers. In contrast, happiness expression is most acceptable with coworkers. Moreover, though culture dimensions (i.e. power distance and collectivism) do predict display rules with organizational members, display rules with customers are fairly consistent across culture, with two exceptions. French respondents are more accepting of anger expression with customers, while American respondents report the highest expectations for expressing happiness to customers.
Practical implications
The results support that several countries share the “service with a smile” expectations for customers, but these beliefs are more strongly held in the USA than in other cultures. Thus, importing practices from the USA to other culturally distinct countries may be met with resistance. Management must be aware of cultural differences in emotions and emotion norms, as outlined here, to improve the experience of employees of globalized service organizations.
Originality/value
The authors integrate social, occupational, and cultural theoretical perspectives of emotional display rules, and build on the small but growing research identifying variation in display rules by work target, specifically speaking to the globalized “service culture.”
Details
Keywords
Fazlul K. Rabbanee, Rajat Roy, Sanjit K. Roy and Rana Sobh
Digital self-expression, recently one of the most important research themes, is currently under-researched. In this context, this study aims to propose a parsimonious research…
Abstract
Purpose
Digital self-expression, recently one of the most important research themes, is currently under-researched. In this context, this study aims to propose a parsimonious research model of self-extension tendency, its drivers and its outcomes. The model is tested in the context of social media engagement intentions (liking, sharing and commenting) with focal brands and across individualist versus collectivist cultures.
Design/methodology/approach
The model is tested in two individualist cultures (N = 230 and 232) and two collectivist cultures (N = 232 and 237) by conducting surveys in four countries (Australia, USA, Qatar and India). Nike and Ray-Ban are the focal brands studied, with Facebook serving as the targeted social networking site (SNS) platform.
Findings
Self-monitoring and self-esteem are found to drive the self-extension tendency across cultures, with stronger effects in the individualist culture than in the collectivist culture. The self-extension tendency has a relatively stronger positive influence on social media engagement intentions in the individualist culture than in the collectivist culture. This tendency is also found to mediate the link between self-monitoring, self-extension and social media engagement intentions across both cultures, albeit in different ways. In collectivist culture, self-monitoring’s influence on the self-extension tendency is moderated by public self-consciousness. The study’s findings have important theoretical and practical implications. In individualist culture, self-monitoring’s influence on the self-extension tendency is moderated by public self-consciousness.
Research limitations/implications
The present findings confirm that the tendency to incorporate the brand into one’s self-concept and to further extend the self is indeed contingent on one’s cultural background. The role of public self-consciousness may vary between individualist and collectivist cultures, something recommended by past research for empirical testing.
Practical implications
Managers can leverage this research model to entice pro-brand social media engagement by nurturing consumers’ digital selves in terms of maneuvering their self-extension tendency and its drivers, namely, self-monitoring and self-esteem. Second, promoting the self-extension tendency and its drivers varies across cultures, with this finding offering practical cultural nuances supporting marketing managers’ decisions.
Originality/value
This is one of the pioneering studies that tests a cross-cultural parsimonious model based on theories of self-extension, self-monitoring and self-esteem, especially within the context of brand engagement intentions on an SNS platform.
Details
Keywords
From an anthropological point of view there are four fundamental ways of living on earth, which can be related to “four basic cultural types: hunting and gathering, herding…
Abstract
From an anthropological point of view there are four fundamental ways of living on earth, which can be related to “four basic cultural types: hunting and gathering, herding livestock, village farming, and modern civilization (…). Culture can be defined as the relationship of a society to the primordial nature or law of the earth” (Lawlor, 1991, p. 142).
The purpose of this paper is to describe the role that context plays in managerial decision making. The paper aims to argue that managers increasingly need to take into account…
Abstract
Purpose
The purpose of this paper is to describe the role that context plays in managerial decision making. The paper aims to argue that managers increasingly need to take into account broader contexts of information in decision making. It seeks to define managerial context, how it is of use, and to provide a set of recommendations about how to integrate context into the daily work of management.
Design/methodology/approach
The paper approaches the topic of context by providing a definition of the concept, examples, and description of benefits of integrating context into daily work. It concludes with a proposed methodology for doing that.
Findings
The paper finds that context is an increasingly important tool for managerial decision making, particularly the more senior an executive is or the more ambiguous an issue being addressed.
Practical implications
The paper offers useful guidelines and approaches to the application of context into managerial work.
Originality/value
This paper is one of the first – if not original – discussions of the role of context in managerial decision making. It is an outgrowth of many of the findings of students of KM and managerial practices. It provides management with specific hands‐on advice.
Details