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Video transmission effectiveness in the Ad Hoc network is becoming important recently, if different routing protocols are applied. Some researchers conclude that the reactive protocols are better for file transfer protocol (FTP) and constant bit rate (CBR) or hypertext transfer protocol (HTTP) transmission in an Ad Hoc wireless network but the performance report of video transmission is not much. This study adopts Qualnet (Network Simulator) as a simulation tool for environmental designing and performance testing, and employs an experimental design with eight groups. Our experiment shows that: (1) The performance of AODV (reactive) protocol is better than DSDV, ZRP and DSR when the transmission load has only one video stream; (2) Proactive (DSDV) and Hybrid protocols (ZRP) are better for a smaller Ad Hoc network when it transmits a video stream with some applications (VoIP, FTP and CBR). We conclude that packet loss rate is sensitive to the quality of video transmission and it has negative relationship with Peak Signal‐to‐Noise Ratio (PSNR) value. In addition, our experiment also shows that PSNR is a simple Metric for the performance evaluation of video transmission.

With the popularity of electronic commerce, many organizations are facing unprecedented security challenges. Security techniques and management tools have caught a lot of attention from both academia and practitioners. However, there is lacking a theoretical framework for information security management. This paper attempts to integrate security policy theory, risk management theory, control and auditing theory, management system theory and contingency theory in order to build a comprehensive theory of information security management (ISM). This paper suggests that an integrated system theory is useful for understanding information security management, explaining information security management strategies, and predicting management outcomes. This theory may lay a solid theoretical foundation for further empirical research and application.

With the popularity of e‐commerce, information security is vital to most organizations. For managers, building and implementing an information security policy (ISP) has long been assumed to be an effective managerial measure to elevate an organization's security level. This paper attempts to investigate the dominant factors for an organization to build an ISP, and whether an ISP may elevate an organization's security level?

A survey was designed and the data were collected from 165 chief information officers in Taiwan.

The empirical results show that some organizational characteristics (business type and MIS/IS department size) might be good predictors for the ISP adoption and that the functions, contents, implementation and procedures of an ISP may significantly contribute to managers' perceived elevation of information security.

Building or adopting an ISP is examined empirically to be an effective managerial measure to elevate its security level in Taiwan, and that the building of an information security should focus on the comprehensiveness of its contents, procedures and implementation items, rather than on the documents only.

Few empirical studies have been conducted so far to examine the effectiveness of an ISP, thus the value of this paper is high.

This chapter briefly reviews findings from recent socialization research to provide an updated view of the socialization literature. To help advance the literature, this chapter then takes an instructional system approach, viewing socialization fundamentally as a process of learning about a new or changed role and the environment surrounding that role. As such, attention will first be given to further understanding exactly what needs to be learned during socialization. In doing so, an expanded socialization content typology is presented. In addition, two other components are added to this typology to reflect the fact that (a) each of those content dimensions needs to be learned relative to different organizational levels (e.g., job, work group, unit, organization) and (b) socialization occurs over several months and there are temporal considerations relating to the different socialization content dimensions. This chapter then examines how to best facilitate the learning of that expanded socialization content. The Gagné-Briggs theory of instruction is used in connecting socialization content with the means of learning that content. The socialization and orienting activities commonly used by organizations to help new employees in the adjustment process are also identified and then mapped onto the learning outcomes they could best help facilitate. Finally, the conceptual, measurement, and research needs suggested by these extensions to the socialization literature are identified.

The aim of this paper is threefold: to provide an overview of organizational socialization (OS) research; to present a new model of OS focusing on successful outcomes; and finally to draw from both of these to suggest practical steps for both organizations aiming to socialize newcomers, and for newcomers themselves.

A summary literature review of the OS literature post‐entry, focusing on organizational, insider and newcomer actions.

The literature is used to develop and propose a new model of OS success, with five OS success indicators. Testable relationships are proposed between these indicators and both five learning domains and five learning sources.

The research model has not been tested empirically. Further, the fifth success indicator, external representation, is a new and untested concept in the OS literature.

The paper provides a model that managers and newcomers may find useful to successfully negotiate the OS process. Further, the third section of the manuscript extensively discusses practical implications from the model and more broadly from the initial literature review.

The model proposed is novel and raises the important issue of appropriate OS success indicators. New propositions are made regarding relationships between learning sources and domains with these success indicators. This testable model is a valuable resource for researchers. Further, for managers, whether newcomers themselves or responsible for newcomers, the model provides a framework for considering what they are aiming to achieve and how they might get there.

This study aims to explore and classify the fragmentary findings of previous studies and improve understanding of the overall roles of supervisors in newcomer organizational socialization (NOS) and their relationships to NOS outcomes.

The study chiefly involves undertaking a literature review, with an emphasis on the perspective of human resource development (HRD). A structured literature review was conducted to identify and select articles through the Web of Science database.

Five important roles of supervisors during NOS – supporting training transfer, providing information, clarifying newcomers’ roles, facilitating sensemaking and providing feedback – were revealed from an examination of extant work. These roles markedly influence five different components of newcomers’ adjustment: task mastery, role clarification, organizational knowledge, social identification and social integration.

Although the concept of NOS used in this paper did not include all meanings of organizational socialization, the findings proposed key areas that require further study to enhance the understanding of supervisors’ roles for NOS.

The literature review suggests key efforts that supervisors should pursue to enhance the efficacy of newcomers’ adjustment. HRD professionals can use this information to design supervisor training programs aimed at enhancing supervisors’ knowledge and skills for successful NOS.

Studies have reported that supervisors markedly impact NOS and ultimately a newcomer’s success or failure. Relatively little work, however, has investigated how supervisors’ roles in the NOS process can enhance newcomers’ successful NOS outcomes.

The current study examines the effect of socialization on the inculcation of professional accounting values. Three sources of socialization are examined: public accounting firms, non-public accounting firms (industry) and accounting professional associations. Specifically, the study compares the professionalism of public and industry accountants. Consistent with expectations, the results suggest that public accountants have stronger beliefs in professional autonomy and self-regulation than industry accountants, and that industry accountants have stronger beliefs in professional affiliation, social obligation and professional dedication than public accountants. It was hypothesized that while professional associations promote all professional values, public accounting firms and industry have different promoting priorities. Public accounting firms foster beliefs in self-regulation and professional autonomy while industry opposes these values, resulting in public accountants having stronger beliefs in these values. Conversely, it was posited that industry encourage beliefs in professional affiliation, social obligation and professional dedication to a greater extent than public accounting firms. The result is that the industry accountants have stronger beliefs in these values than the public accountants. Investigating these issues increase understanding of the importance of the socialization process fostering accounting professional values and identifying areas of potential conflict and reinforcement accountants face when working in public accounting and industry.

The socialization process of expatriates into their host country organizational culture has been largely ignored in the expatriate literature. This paper reviews the expatriate literature for the best employee and organizational results. For the most part, socialization tactics of the organization and information seeking of the individual have been overlooked as factors in the success of expatriates. We propose that combining knowledge gained through research in these two areas is essential in gaining a theoretical understanding of expatriate turnover. The Attraction‐Selection‐Attrition (ASA) model of how organizational culture is transmitted across organizational members is discussed. This model is used to demonstrate how the socialization of expatriates can benefit both the organization and the individual.

Formal orientation programs play a potentially important role in newcomer adjustment, yet research aimed at understanding and improving the effects of these interventions has stagnated in recent years. The purpose of this chapter is to facilitate a redirection of researchers’ attention to such programs, and to suggest ways to integrate this body of research with recent developments in socialization and training literatures.