Search results

The purpose of this paper is to investigate the lemming effect as a possible cause for the privacy paradox in information security.

Behavioural threshold analysis is used to test for the presence of the lemming effect in information security behaviour. Paradoxical behaviour may be caused by the influential nature of the lemming effect. The lemming effect is presented as a possible cause of the privacy paradox.

The behavioural threshold analysis indicates that the lemming effect is indeed present in information security behaviour and may lead to paradoxical information security behaviour.

The analysis of the lemming effect can be used to assist companies in understanding the way employees influence each other in their behaviour in terms of security. By identifying possible problem areas, this approach can also assist in directing their information security education endeavours towards the most relevant topics.

This research describes the first investigation of the lemming effect in information security by means of behavioural threshold analysis in practice.

Mergers & acquisitions (M&A) are an important element of any company's growth plan. However, the actual performance of most M&A activity fails to live up to the expectations of the acquirers. The psychological biases that affect decision-making have been posited as a source of this disappointing performance. The broad strokes in which these biases have been offered up as explanation for M&A failure don't offer much insight into the specific causes, and therefore the actions business leaders can take to mitigate their impact. We review a 4-step M&A process, identify the different biases that affect the different stages, and then offer practical debiasing techniques targeted at that particular stage of the decision-making process. This targeted debiasing can help business leaders find practical solutions to this vexing problem. Finally, we review two biases that motivate decision makers to avoid pursuing M&A deals at all – to the detriment of achieving their growth targets.

Many models of markets are based on assumptions of rationality, transparency, efficiency, and homogeneity in various combinations. This paper aims to explain why markets routinely and repeatedly make “mistakes” that are inconsistent with these simplifying assumptions.

System dynamics models are used to show how misestimating demand growth, allowing financial discipline to lapse, unrealistic business planning, and misperception of technology trajectories can produce disastrously wrong business decisions. Examples are drawn from airlines, telecommunications, IT, aerospace, energy, and media.

The undesirable outcomes can include vicious cycles of investment and profitability, market bubbles, accelerated commoditization, excessive investment in dead‐end technologies, giving up on a product that becomes a huge success, waiting too long to reinvent legacy companies, and changes in market leadership. Differentiating transient phenomena from the longer term trends, movement away from vertically integrated business models, and effective use of early warning signs avoid these mistakes, or at least limit the damage that they cause.

Decision makers tend to rely on simple mental models which have serious limitations. They become increasingly deficient as problems grow more complex, as the environment changes more rapidly, and as the number of decision makers increases. The amplification and tipping dynamics typical of highly coupled systems, for example, bandwagon, network, and lemming effects, are not anticipated. Behavioural factors that play critical roles in the evolution of markets often are misunderstood or ignored.

The paper illuminates the effects of bounded rationality, imperfect information, and fragmentation of decision making on the behavior of markets. Models which assume, at least implicitly, that decision makers understand the structure of the market and how it produces the dynamics which can be observed or might potentially occur can be dangerous simplifications and seriously misleading.

This paper aims to present the development of a framework for evaluating group behaviour in information security in practice.

Information security behavioural threshold analysis is used as the theoretical foundation for the proposed framework. The suitability of the proposed framework is evaluated based on two sets of qualitative measures (general frameworks and information security frameworks) which were identified from literature. The successful evaluation of the proposed framework, guided by the identified evaluation measures, is presented in terms of positive practical applications, as well as positive peer review and publication of the underlying theory.

A methodology to formalise a framework to analyse group behaviour in information security can successfully be applied in a practical environment. This application takes the framework from only a theoretical conceptualisation to an implementable solution to evaluate and positively influence information security group behaviour.

Behavioural threshold analysis is identified as a practical mechanism to evaluate information security group behaviour. The suggested framework, as implemented in a management decision support system (DSS), allows practitioners to assess the security behaviour and awareness in their organisation. The resulting information can be used to exert an influence for positive change in the information security of the organisation.

A novel conceptual mapping of two sets of qualitative evaluation measures is presented and used to evaluate the proposed framework. The resulting framework is made practical through its encapsulation in a DSS.

Illinois Superconductor Corp. a technology start-up, came up with an innovative new superconducting filter for use in cellular base stations. It needed to estimate the demand for its filters. The manager came up with a simple chain-ratio-based forecasting model that, while simple and intuitive, was too simplistic. The company had also commissioned a research firm to develop a model-based forecast. The model-based forecast used diffusion modeling, analogy-based forecasting, and conjoint analysis to create a forecast that incorporated customer preferences, diffusion effects, and competitive dynamics.

To use the data to generate a model-based forecast and to reconcile the model-based forecast with the manager's forecast. Requires sophisticated spreadsheet modeling and the application of advanced forecasting techniques.

This paper seeks to look at “the crisis” in terms of a failure of corporate governance.

The paper relies on data summarized from personal interviews with directors of financial institutions in the aftermath of September 2008. It takes an interpretive approach and mediates the date to unpick the crisis in terms of governance at four levels.

The paper suggests that a multivariate quality management may be a positive reaction to the crisis.

The paper offers insights based on privileged original data from senior managers.

A decade after Powell et al.’s (2011) seminal article on behavioral strategy, which called for models to solve real-world problems, the authors revisit the field to ask whether behavioral strategy is coming of age. The purpose of this paper is to explain how behavioral strategy can and has been used in real-world settings.

This study presents a conceptual review with case study examples of the impact of behavioral strategy on real-world problems.

This study illustrates several examples where behavioral strategy debiasing has been effective. Although no causal claims can be made, with the stark contrast between the negative impact of biased strategies and the positive results emerging from debiasing techniques, this study argues that there is evidence of the benefits of a behavioral strategy mindset, and that this should be the mindset of a responsible strategic leader.

This study presents a demonstration of analytical, debate and organizational debiasing techniques and how they are being used in real-world settings, specifically military intelligence, Mergers and acquisitions deal-making, resource allocation and capital projects.

Behavioral strategy has broad application in private and public sectors. It has proven practical value in various settings, for example, the application of reference class forecasting in large infrastructure projects.

A conceptual review of behavioral strategy in the wild.

Following Braudel’s conceptualization of capitalism and Arrighi’s periodization of systemic cycles of accumulation, the authors focus on the patterns of recurrence of financial expansions enabling capitalism to revitalize itself through crisis; in this, crisis is considered in both aspects ‐ crisis‐as‐restructuring and crisis‐as‐rupture. The ways in whichfinance aided by the blocks of governmental and business agencies in the present stage affects investment and business cycles result in a progressive increase of inequality between rich and poor countries, as well as inequality within the most developed countries. The authors tackle the crisis phenomenon through a genealogical analysis of the formation, consolidation and disintegration of the successive regimes of accumulation on a world scale through which the capital economy expands. They furthermore examine the crisis of capitalist accumulation through the relation of money and the state, which leads them to the field of debates on the changed relationship between the global economy and the national state. However, the crisis is also marked by a milestone which, despite dangers and pitfalls, opens up endless possibilities. They end the paper with a critique of the politics of money and advocate a socially responsible finance management, which will pave the way for a structure of society in which humanity will exist as an end in itself, rather than as a resource for the accumulation of money.

Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..