A neo-institutional perspective on the establishment of information security knowledge sharing practices

Hassandoust, Farkhondeh; Subasinghage, Maduka; Johnston, Allen C.

doi:10.1016/j.im.2021.103574

Cited by 17 publications

(10 citation statements)

References 73 publications

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“…A proportion of IS-dedicated literature has been directed towards protective behaviours, including mobile/online health and telemedicine adoption [ 45 , 46 ], compliance to information security policy [ 47 ], and others. In these studies, researchers have used two general theoretical methods to examine protective behaviours, with the first approach depending on general theories to shed light on and predict different general behaviour types, the top theories being the theory of reasoned action (TRA) and the theory of planned behaviour (TPB).…”

Section: Introductionmentioning

confidence: 99%

Exposure Detection Applications Acceptance: The Case of COVID-19

Alsyouf

Lutfi

Al‐Bsheish³

et al. 2022

IJERPH

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The pandemic’s context is rife with numerous dangerous threats and high fear levels, influencing human decision-making. Such characteristics are identified by investigating the acceptance of exposure detection apps from the technology acceptance model (TAM) perspective. This study purposed a model to investigate protection technology acceptance, specifically exposure detection apps in the context of COVID-19. Quantitative study approach and a cross-section design targeted 586 participants from Saudi Arabia. As the study model is complex, the study hypotheses were analysed using the structural equation modelling–partial least squares (SEM-PLS3) approach. The findings support the entire model hypothesis except the link between social media awareness and exposure detection apps’ intention. Mediation of COVID-19 anxiety and influence was confirmed as well. The current paper contributes to the technologies acceptance domain by developing a context-driven model comprising the major pandemic characteristics that lead to various patterns of technology acceptance. This study also fills the literature gap regarding mediating effects of social influence and COVID-19 anxiety in the relationship between trust in government and exposure detection apps implementation, and between COVID-19 anxiety and exposure detection apps implementation, respectively. The results may assist government agencies, health policymakers, and health organisations in the wide world and specifically Saudi Arabia, in their attempts to contain the COVID-19 pandemic spread.

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Section: Introductionmentioning

confidence: 99%

Exposure Detection Applications Acceptance: The Case of COVID-19

Alsyouf

Lutfi

Al‐Bsheish³

et al. 2022

IJERPH

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“…A large body of existing research on effective knowledge sharing has focused on numerous operating systems, such as enterprise social media for knowledge acquisition, creation and exploitation (Annosi et al , 2021; Luqman et al , 2021), organisational structural improvements in human resource management (HRM) practices and culture (Lei et al , 2021), social factors, such as interpersonal relationships and organisational trust (Rutten et al , 2016) and leadership styles, including transformational (Yin et al , 2019), diversity-oriented (Lee et al , 2020) and ethical (Sun et al , 2019) leadership. While these are valuable insights regarding knowledge sharing, our understanding of knowledge sharing is not yet comprehensive and requires additional scholarly attention (Awan et al , 2020; Hassandoust et al , 2022).…”

Section: Introductionmentioning

confidence: 99%

“…However, scholars have rarely examined the indirect associations between psychological power and three types of job performance – task performance, proactive performance and affiliative performance (TPA performance). Seminal work on power in organisational psychology (Hassandoust et al , 2022; Del Giudice and Della Peruta, 2016) has suggested that psychological power in the workplace shapes the learning and knowledge sharing processes (Wang et al , 2019). It is, therefore, crucial to examine all of these associations, which makes the current research timely and relevant because it enables supervisors to manage effectively and quickly.…”

Section: Introductionmentioning

confidence: 99%

Untangling the role of power in knowledge sharing and job performance: the mediating role of discrete emotions

Luqman

Kaur

Papa

et al. 2022

JKM

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Purpose The purpose of this study is to empirically examine how psychological power explains dual conflicting emotions, influences and jeopardises knowledge sharing and eventually affects job performance. Specifically, this study argues that psychological power can induce feelings of pride and anxiety, which have opposite downstream effects on employees’ knowledge sharing and tasks, proactive and affiliative (TPA) performances. Design/methodology/approach This study tested the model using three waves of multi-source data from 46 teams and 357 respondents in the information technology and software industry in China. This study used multilevel structural equation modelling with Mplus 7.4 to examine the within-level team variance and thereby estimated the confidence intervals for the direct and indirect paths. Findings The results indicate that increased psychological power can cause contradictory emotions (i.e. pride and anxiety). Pride positively mediates the indirect influence of psychological power on knowledge sharing and TPA performance, while anxiety negatively mediates the above-mentioned indirect relationships. Research limitations/implications This study provides a novel perspective on how psychological forces shape people’s emotional experiences and subsequently their motivation to share knowledge and job performance. By integrating the existing power literature rooted in the approach/inhibition theory of power and cognitive appraisal theory of emotion, we identify two discrete emotions as underlying mechanisms between increased psychological power and motivation to share knowledge and job performance. Practical implications This research provides insights for managers regarding the ways in which psychological power can stimulate individuals to engage in negative behaviour towards others. Managers, in turn, must consider self-regulation to control this negative impact. Originality/value This study is among the earliest to examine the role of discrete positive and negative emotions caused by increased psychological power, which subsequently affect knowledge sharing and TPA performance.

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“…Second, scholars should ask how top management could do more in helping shape the formation of a security culture. Clearly, top management is an important factor in a firm's ability to procure resources and transform them into the security knowledge base of a firm (Hassandoust et al, 2022). However, the findings of these research raise some questions about how top management can support their practical competencies, and ultimately, their security culture.…”

Section: Discussionmentioning

confidence: 99%

Peering through the lens of high‐reliability theory: A competencies driven security culture model of high‐reliability organisations

Hassandoust

Johnston

2023

Information Systems Journal

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To improve organisational safety and enhance security efficiency, organisations seek to establish a culture of security that provides a foundation for how employees should approach security. There are several frameworks and models that provide a set of requirements for forming security cultures; however, for many organisations, the requirements of the frameworks are difficult to meet, if not impossible. In this research, we take a different perspective and focus on the core underlying competencies that high‐reliability organisations (HROs) have shown to be effective in achieving levels of risk tolerance consistent with the goals of a security culture. In doing so we draw on high‐reliability theory to develop a Security Culture Model that explains how a firm's supportive and practical competencies form its organisational security culture. To refine and test the model, we conducted a developmental mixed‐method study using interviews and survey data with professional managers involved in the information security (InfoSec) programs within their respective HROs. Our findings emphasise the importance of an organisation's supportive and practical competencies for developing a culture of security. Our results suggest that organisations' security cultures are a product of their InfoSec practices and that organisational mindfulness, top management involvement and organisational structure are key to the development of those practices.

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A neo-institutional perspective on the establishment of information security knowledge sharing practices

Cited by 17 publications

References 73 publications

Exposure Detection Applications Acceptance: The Case of COVID-19

Exposure Detection Applications Acceptance: The Case of COVID-19

Untangling the role of power in knowledge sharing and job performance: the mediating role of discrete emotions

Peering through the lens of high‐reliability theory: A competencies driven security culture model of high‐reliability organisations

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