A damage assessment framework for insider threats to national security information: Edward Snowden and the Cambridge Five in comparative historical perspective

Gioe, David V.; Hatfield, Joseph M.

doi:10.1080/09557571.2020.1853053

Cited by 4 publications

(5 citation statements)

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“…Massingham (2010) observed that information systems and knowledge risk have played a critical role in an uncertain business environment. Scholars consider knowledge as an effective and positive asset that a firm must develop, but some are also investigating knowledge risk that complicates firms’ business atmosphere and affects the development of EC (Nauhria et al , 2018; Gioe and Hatfield, 2021; Sukumar et al , 2020; Rezaei et al , 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Bright and dark side of knowledge management practices in firms using information systems: examining different moderating impacts

Chatterjee

Chaudhuri

Vrontis

2022

VJIKMS

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Purpose This research aims to find out the impact of knowledge sharing (KS) and knowledge hiding (KH) on employee creativity (EC) and eventually on firm innovativeness (FI). The study also investigates the moderating roles of incentive focus, preventive focus and enterprise social networking (ESN) adoption on EC and FI. Design/methodology/approach The study used an empirical research approach and created a research model using resource-based view theory and literature. The model was validated using the partial least squares structural equation modeling technique to analyze data from 347 respondents from Indian firms. Findings The authors found that there is a considerable moderating impact of all three moderators on EC and firms’ innovativeness. KS has a positive impact and KH has a negative impact on EC. Research limitations/implications Knowledge can be shared within a firm by using an ESN tool. KS is the brighter side of the knowledge management process, whereas KH is the darker side of it. The study presents insights into and prescriptions for the bright and dark sides of knowledge management. The study results also imply that the firm managers must try to properly integrate the knowledge acquired from various stakeholders such as institutions, customers, competitors and suppliers as well as to focus on the tacit, precious and distinctive knowledge helpful to sustain long-term relationships with the valued external sources. The study empirically validates the model with the respondents from Indian firms, and thus the proposed model cannot be generalized. Originality/value Few research studies have examined both the bright and dark sides of the knowledge management process. There is a growing interest among researchers and practitioners to explore these sides of the knowledge management process using information systems and knowledge risk. Moreover, the proposed theoretical model has a high explanative power that makes the model effective and unique.

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Section: Literature Reviewmentioning

confidence: 99%

Bright and dark side of knowledge management practices in firms using information systems: examining different moderating impacts

Chatterjee

Chaudhuri

Vrontis

2022

VJIKMS

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“…Knowledge has generally been seen as a positive asset that organizations ought to maximize. Nevertheless, several researchers recently argued that organizations must also consider knowledge risks, given the increasing number of these risks and the increasing complexity of organizational environment (Choi et al , 2021; Gioe and Hatfield, 2021; Nauhria et al , 2018). Some of the examples include knowledge concealment (Cooke and Leydesdorff, 2006; Saeidpoursarcheshmeh et al , 2021); the hoarding of knowledge (Oliveira et al , 2021); and unlearning or intentionally forgetting the learned facts (Albana and Yeşiltaş, 2021; Durst, 2019).…”

mentioning

confidence: 99%

“…Some of the examples include knowledge concealment (Cooke and Leydesdorff, 2006; Saeidpoursarcheshmeh et al , 2021); the hoarding of knowledge (Oliveira et al , 2021); and unlearning or intentionally forgetting the learned facts (Albana and Yeşiltaş, 2021; Durst, 2019). Therefore, the focus on “people” and “processes” by intertwining of IS and knowledge risk in the uncertain business environment is under-researched as many authors suggest the need for identifying the antecedents, mediators, moderators, consequents and control variables associated with IS and knowledge risks while neglecting the two concepts of “people” and “processes” (Di Vaio et al , 2021; Gioe and Hatfield, 2021; Oliveira et al , 2021).…”

mentioning

confidence: 99%

“…The main aim of this special issue is to combine IS and knowledge risk in the uncertain business environment by considering the “people” and “processes.” Organizations are exposed to different knowledge risks (Lee et al , 2021). Recent researchers suggest that IS and knowledge risk management tools play a main role in overcoming the risks in the uncertain business environment (Di Vaio et al , 2021; Gioe and Hatfield, 2021; Lee et al , 2017; Shabbir and Gardezi, 2020). To understand the difference between knowledge management and information management, it is best to say that knowledge management focuses on people (Burgin and Mikkilineni, 2021; Mbassegue et al , 2016), while information management focuses on processes (Lee et al , 2017; Mbassegue et al , 2016).…”

mentioning

confidence: 99%

“…neglecting the two concepts of "people" and "processes" (Di Vaio et al, 2021;Gioe and Hatfield, 2021;Oliveira et al, 2021).…”

mentioning

confidence: 99%

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Guest editorial: Intertwining of information systems and knowledge risk in the uncertain business environment

Behl,

Nigam,

Zhang

2023

VJIKMS

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The knowledge risk can be defined as the probability and severity of adverse effects associated with any activity engaging or related somehow to the knowledge (Durst and Zieba, 2019). The operational dimension of knowledge risks pertains to all the risks arising from an organization's day-to-day operations and overall functioning, such as entering into collaborative agreements, outsourcing certain business functions or applying incorrect or outdated knowledge during business operations (Adar and Wuchner, 2005;Durst, 2019). It is important to actively manage knowledge risks while acknowledging that some of them cannot be eliminated (Adar and Wuchner, 2005;Durst, 2019). Knowledge risk management, however, provides ways to deal with knowledge at risk, such as knowledge lossthe result of personnel removed, for example, by turnover or death, or any other reason that the person is no longer part of the organization or cannot be reached. The literature on knowledge management emphasizes the positive aspects of the discipline; it hardly covers the negative aspects, such as when knowledge is misunderstood, repressed or misused for personal or organizational reasons (Burgin and Mikkilineni, 2021;Di Vaio et al., 2021;Wang et al., 2023). Thus, in completing the loop, knowledge risks and knowledge risks management need to be considered together rather than studied in silos. Furthermore, only a few studies attempt to explore the two together, and thus the literature on it remains fragmented primarily. Some studies have been conducted about knowledge loss (

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VISTA: An inclusive insider threat taxonomy, with mitigation strategies

Renaud,

Warkentin,

Pogrebna

et al. 2024

Information & Management

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A damage assessment framework for insider threats to national security information: Edward Snowden and the Cambridge Five in comparative historical perspective

Cited by 4 publications

References 12 publications

Bright and dark side of knowledge management practices in firms using information systems: examining different moderating impacts

Bright and dark side of knowledge management practices in firms using information systems: examining different moderating impacts

Guest editorial: Intertwining of information systems and knowledge risk in the uncertain business environment

VISTA: An inclusive insider threat taxonomy, with mitigation strategies

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