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The COVID-19 pandemic necessitated a significant shift in how employees executed their professional responsibilities. Concurrently, the incidence of cybercrime experienced a noteworthy surge due to the increased utilisation of cyberspace. The abrupt transition to telecommuting altered the interpersonal dynamics inherent in traditional work environments. This paper aims to examine the impact of interpersonal factors on the cybercrime preventative measures adopted by telecommuting employees.

A conceptual model, grounded in the Theory of Interpersonal Behaviour, is evaluated through an online survey. The data set comprises responses from 209 employees in South Africa, and the analysis uses partial least squares structural equation modelling.

The results reveal substantial predictive power to explain cybercrime preventative behaviours. Notably, the study underscores the significant influence of habit and affect on intention and subsequent behaviour.

The results suggest that practitioners should give due attention to emotional dimensions (affect) as a catalyst for information security behaviour. The formulation of employees’ information security responsibilities should be pragmatic, fostering subconscious compliance to establish routine behaviour (habit).

This research underscores the pivotal roles played by habit and emotions in shaping behavioural patterns related to information security. Furthermore, it provides researchers with an illustrative model for operationalising these constructs within the realm of security. The results contribute additional perspectives on the repercussions of the COVID-19 pandemic on cybercrime preventative behaviours.

The study intends to examine the generational differences between GenY and GenZ Indian generational cohorts on the study variables, i.e. core self-evaluations (CSE), team cohesion, organizational culture and team performance. Further, the present research aims to analyze the impact of CSE, team cohesion and organizational culture on team performance as antecedents.

The study has adopted a descriptive cross-sectional survey method where the data were collected from Indian working professionals who belonged to GenY and GenZ generational cohorts. Further, a total of 370 responses were received, and thereafter, the data were analyzed by employing significant statistical tests such as exploratory factor analysis (EFA), confirmatory factor analysis (CFA), structural equation modeling (SEM) and an independent samples t-test.

The study results revealed that GenY and GenZ cohorts significantly differ on CSE, team cohesion and organizational culture. However, no significant difference was reported in team performance between these two generational cohorts. Also, the study results disclosed that CSE, team cohesion and organizational culture positively influence team performance by acting as its determinants.

The study reports differences between GenY and GenZ that would assist managers in effectively dealing with these generational cohorts and formulating human resource (HR) policies that can accommodate the needs of these two cohorts. Additionally, the study benefits managers by highlighting the importance of core-self evaluations, team cohesion and organizational culture to enhance team performance.

Existing research depicts that there lies a paucity of generational studies in the Indian context. The present study attempts to address this lacuna by putting pioneering efforts into this field. The main contribution of the study lies in empirically investigating the Indian generational cohorts (GenY and GenZ) in the organizations. Further, the study has also conceptualized and examined a team performance model by considering factors at three levels (individual, team and organization).