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Various organizational landscapes have evolved to improve their business processes, increase production speed and reduce the cost of distribution and have integrated their Internet with small and medium scale enterprises (SMEs) and third-party vendors to improve business growth and increase global market share, including changing organizational requirements and business process collaborations. Benefits include a reduction in the cost of production, online services, online payments, product distribution channels and delivery in a supply chain environment. However, the integration has led to an exponential increase in cybercrimes, with adversaries using various attack methods to penetrate and exploit the organizational network. Thus, identifying the attack vectors in the event of cyberattacks is very important in mitigating cybercrimes effectively and has become inevitable. However, the invincibility nature of cybercrimes makes it challenging to detect and predict the threat probabilities and the cascading impact in an evolving organization landscape leading to malware, ransomware, data theft and denial of service attacks, among others. The paper explores the cybercrime threat landscape, considers the impact of the attacks and identifies mitigating circumstances to improve security controls in an evolving organizational landscape.

The approach follows two main cybercrime framework design principles that focus on existing attack detection phases and proposes a cybercrime mitigation framework (CCMF) that uses detect, assess, analyze, evaluate and respond phases and subphases to reduce the attack surface. The methods and implementation processes were derived by identifying an organizational goal, attack vectors, threat landscape, identification of attacks and models and validation of framework standards to improve security. The novelty contribution of this paper is threefold: first, the authors explore the existing threat landscapes, various cybercrimes, models and the methods that adversaries are deploying on organizations. Second, the authors propose a threat model required for mitigating the risk factors. Finally, the authors recommend control mechanisms in line with security standards to improve security.

The results show that cybercrimes can be mitigated using a CCMF to detect, assess, analyze, evaluate and respond to cybercrimes to improve security in an evolving organizational threat landscape.

The paper does not consider the organizational size between large organizations and SMEs. The challenges facing the evolving organizational threat landscape include vulnerabilities brought about by the integrations of various network nodes. Factor influencing these vulnerabilities includes inadequate threat intelligence gathering, a lack of third-party auditing and inadequate control mechanisms leading to various manipulations, exploitations, exfiltration and obfuscations.

Attack methods are applied to a case study for the implementation to evaluate the model based on the design principles. Inadequate cyber threat intelligence (CTI) gathering, inadequate attack modeling and security misconfigurations are some of the key factors leading to practical implications in mitigating cybercrimes.

There are no social implications; however, cybercrimes have severe consequences for organizations and third-party vendors that integrate their network systems, leading to legal and reputational damage.

The paper’s originality considers mitigating cybercrimes in an evolving organization landscape that requires strategic, tactical and operational management imperative using the proposed framework phases, including detect, assess, analyze, evaluate and respond phases and subphases to reduce the attack surface, which is currently inadequate.

Building information modeling (BIM) is recognized as one of the technologies to upgrade the informatization level of the architecture engineering and construction (AEC) industry. However, the level of BIM implementation in the construction phase lags behind other phases of the project. Assessing the level of BIM implementation in the construction phase from a system dynamics (SD) perspective can comprehensively understand the interrelationship of factors in the BIM implementation system, thereby developing effective strategies to enhance BIM implementation during the construction phase. This study aims to develop a model to investigate the level of BIM implementation in the construction phase.

An SD model which covered technical subsystem, organizational subsystem, economic subsystem and environmental subsystem was developed based on questionnaire survey data and literature review. Data from China were used for model validation and simulation.

The simulation results highlight that, in China, from 2021 to 2035, the ratio of BIM implementation in the construction phase will rise from 48.8% to 83.8%, BIM model quality will be improved from 27.6% to 77.2%. The values for variables “BIM platform”, “organizational structure of BIM” and “workflow of BIM” at 2035 will reach 65.6%, 72.9% and 72.8%, respectively. And the total benefits will reach 336.5 billion yuan in 2035. Furthermore, the findings reveal five factors to effectively promote the level of BIM implementation in the construction phase, including: policy support, number of BIM standards, owners demand for BIM, investment in BIM and strategic support for BIM.

This study provides beneficial insights to effectively enhance the implementation level of BIM in the construction phase. Meanwhile, the model developed in this study can be used to dynamically and quantitatively assess the changes in the level of BIM implementation caused by a measure.

This study aims to contribute to the open innovation (OI) literature by investigating the transitions between three phases in the OI process (i.e. idea generation, idea promotion and idea realization) and how these are moderated by different forms of shared leadership (i.e. transactional, and transformational) as perceived by participants in the OI process.

The authors tested a set of hypotheses using moderated mediation PLS-SEM models on a bootstrapped sample of OI participants (N = 173).

The authors found a direct relationship between idea generation and realization, as well as indirectly through idea promotion. This study implies that the promotion of ideas by participants can be beneficial in inter-organizational OI teams, as promotion of ideas provides a linkage between the generation of ideas and the idea realization phase. However, while shared leadership has been shown to be beneficial in conventional teams, the authors found evidence that this may not be the case in inter-organizational OI teams. Higher levels of shared transformational leadership from colleagues with whom employees do not share the same organizational background may hamper the promotion of ideas.

In contrast to the mainstream view, the authors found significant evidence that transformational shared leadership negatively moderates the direct relationship between idea generation and the promotion of ideas and the indirect relationship between idea generation and realization via idea promotion.

This study explores the critical success factors (CSFs) for Security Education, Training and Awareness (SETA) program effectiveness. The questionable effectiveness of SETA programs at changing employee behavior and an absence of empirical studies on the CSFs for SETA program effectiveness is the key motivation for this study.

This exploratory study follows a systematic inductive approach to concept development. The methodology adopts the “key informant” approach to give voice to practitioners with SETA program expertise. Data are gathered using semi-structured interviews with 20 key informants from various geographic locations including the Gulf nations, Middle East, USA, UK and Ireland.

In this study, the analysis of these key informant interviews, following an inductive open, axial and selective coding approach, produces 11 CSFs for SETA program effectiveness. These CSFs are mapped along the phases of a SETA program lifecycle (design, development, implementation and evaluation) and nine relationships identified between the CSFs (within and across the lifecycle phases) are highlighted. The CSFs and CSFs' relationships are visualized in a Lifecycle Model of CSFs for SETA program effectiveness.

This research advances the first comprehensive conceptualization of the CSFs for SETA program effectiveness. The Lifecycle Model of CSFs for SETA program effectiveness provides valuable insights into the process of introducing and sustaining an effective SETA program in practice. The Lifecycle Model contributes to both theory and practice and lays the foundation for future studies.

Recent advancements in Artificial Intelligence (AI) and, at its core, Machine Learning (ML) offer opportunities for organizations to develop new or enhance existing capabilities. Despite the endless possibilities, organizations face operational challenges in harvesting the value of ML-based capabilities (MLbC), and current research has yet to explicate these challenges and theorize their remedies. To bridge the gap, this study explored the current practices to propose a systematic way of orchestrating MLbC development, which is an extension of ongoing digitalization of organizations.

Data were collected from Finland's Artificial Intelligence Accelerator (FAIA) and complemented by follow-up interviews with experts outside FAIA in Europe, China and the United States over four years. Data were analyzed through open coding, thematic analysis and cross-comparison to develop a comprehensive understanding of the MLbC development process.

The analysis identified the main components of MLbC development, its three phases (development, release and operation) and two major MLbC development challenges: Temporal Complexity and Context Sensitivity. The study then introduced Fostering Temporal Congruence and Cultivating Organizational Meta-learning as strategic practices addressing these challenges.

This study offers a better theoretical explanation for the MLbC development process beyond MLOps (Machine Learning Operations) and its hindrances. It also proposes a practical way to align ML-based applications with business needs while accounting for their structural limitations. Beyond the MLbC context, this study offers a strategic framework that can be adapted for different cases of digital transformation that include automation and augmentation of work.

This paper discussed quantifying architect, engineer and contractor (AEC) professionals' cross-work culture productivity by comparing between Malaysian and United Kingdom (UK) projects during industrialized building project delivery. This study addressed the second part of a mixed method research design study.

This study hypothesized that with understanding of cultural work knowledge between professionals during design phase coupled with competent technological support, productivity can be improved. It utilized Cognitive Organizational Theory (COT) protocols to test conceptual models in SimVision®. Organizational structure, project intensity, and statistical validations parameters were performed to obtain the reliability and generalization of the result.

This study found that with Building Information Modeling (BIM) technology intervention, the handling of exception, coordination and decision-making time could be improved, resulting in better project performances. The result also indicated that in choosing organizational fit, national culture factor needed to be considered; otherwise, organizational change would be unacceptable. By changing the operational process from intensive to reciprocal task intensity with BIM technology intervention, the effect on productivity would be similar to changing hierarchical organizational structure to flatter organizational structure.

Project discrepancies issues are limitedly discussed due to companies' confidentiality. The paper only focuses on understanding the effects of human factors during the integrated project delivery phase.

The findings could support developing countries' professionals to collaborate effectively with developed countries' professionals.

The development of the project's cultural knowledge experimentations will provide guidance to teams involved in international projects from developed and developing countries in pursuing joint ventures in project deliveries in either country successfully.

There is a growing array of literature that supports various implications of positive organizational psychology on workplace outcomes such as the positive work cultures. However, lack of appropriate measuring instruments is halting the progress in this field. Laid down in this article are the conceptual and empirical perspective regarding a positive group culture, i.e. meaningful group culture (MGC) and elaboration of what MGC is and how to measure it. For this study, the MGC is defined as a culture of humane orientation and explained through five dimensions: ideology infused, caring for employees, pro diversity, helping and employee-centric organization identification. The purpose of this paper is to address this issue.

To further elucidate, development and validation of the MGC instrument was carried out in three phases. In the very first phase, content and face validity was assessed by experts. Following it, the second phase construct validity was undertaken through exploratory factor analysis of the results from the use of the instrument on a sample of 540 professionals. To end with, in the third phase, multilevel confirmatory analysis was conducted on an organizational sample of 397 individuals and 106 groups.

The results of the Multilevel Confirmatory Factor Analysis (MCFA) provided further evidence of confirmation that the extraction of five factors was appropriate, and reliability analysis showed the MGC to be both valid and reliable. Consequently, the applications of the tool to Human Resource Development (HRD) professionals are suggested.

To broaden the coverage and enhance generalizability, the study focused on multi-sector convenient based sample.

HRD professionals can use it as a diagnostic tool for deeper exploration into systematic and organizational issues. The use of it can provide a window for addressing the developmental needs within the organizations.

This study is possibly one of the first to develop a psychometrically valid scale to measure higher order measure of a work group culture through multilevel assessment of the model.

Business models are increasingly recognized as a concept to support innovation in organizations. The implementation and operation of a new or altered business model involves the (re-)design of an organization's business processes and their successful execution. This study reviews and synthesizes the existing body of literature to guide organizations in systematically moving from a business model design to the implementation and operation of the business model through their underlying business processes.

A systematic literature review of the methods that bridge business models and business processes is performed. The selected 34 studies are classified according to the method's characteristics and the support in the design, implementation and operation of business models.

The results of the systematic review provide an overview of existing methods that organizations can adopt when moving from business model design into the implementation and operation of their business model using processes.

This work provides a comprehensive overview and detailed insight into the existing methods that align business models and business processes. It increases the understanding on how these two concepts can be synthesized to support more effective digital innovation in organizations. Based on the review results, knowledge gaps are identified and an agenda for future research bridging the fields of business models and business processes is proposed.

Inter-organisational collaboration (IOC) across healthcare settings has been put forward as a solution to mounting financial and sustainability challenges. Whilst ingredients for successful IOC have been explored, there remains limited understanding of the development of IOCs over time.

The authors systematically reviewed the literature to identify models applied to IOCs in healthcare across databases such as Healthcare Management Information Consortium (HMIC) and MEDLINE, identifying 2,763 titles and abstracts with 26 final papers included. The authors then used a “best fit” framework synthesis methodology to synthesise fourteen models of IOC in healthcare and the wider public sector to formulate an applied composite model describing the process through which collaborations change over time. This synthesis comprised extracting stages and behaviours from included models, selecting an a priori framework upon which to code these stages and behaviours and then re-coding them to construct a new composite model.

Existing models often did not consider that organisations may undergo many IOCs in the organisations' lifetime nor included “contemplation” stages or those analogous to “dissolution”, which might negatively impact papers using such models. The formulated' composite model utilises a life-cycle design comprising five non-linear phases, namely Contemplating, Connecting, Planning, Implementation and Maintenance or Dissolution and incorporates dynamic elements from Complex Adaptive Systems thinking to reflect the dynamic nature of collaborations.

This is the first purpose-built model of the lifecycles of IOCs in healthcare. The model is intended to inform implementers, evaluators and researchers of IOCs alike.