Overcoming organizational challenges to secure knowledge management

Abstract

Incident management systems have the potential to improve security dramatically but often experience problems stemming from organizational, interpersonal and social constraints that limit their effectiveness. These limits may cause underreporting of incidents, leading to erroneous perceptions of the actual safety and security situation of the organization. The true security situation may be better understood and underreporting may be reduced if underlying systemic issues surrounding security incident management are taken into account. A dynamic simulation, based on the parallel experience of industrial incident management systems, illustrates the cumulative effects of rewards, learning, and retributions on the fate of a hypothetical knowledge management system designed to collect information about events and incidents. Simulation studies are part of an ongoing research project to develop sustainable knowledge and knowledge transfer tools that support the development of a security culture.

A novel method for adaptive knowledge map construction in the aircraft development

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A framework for incident response management in the petroleum industry

“…The results of the workshops and the collaboration between IRMA and AMBASEC teams are documented in two reports [19,20] and several publications [21][22][23][24]. One of the primary areas of discussion involved identifying key indicators to anticipate changes in system state over time.…”

Applying an organizational learning perspective to new technology deployment by technological gatekeepers: A theoretical model and key issues for future research

“…In addition to individual level factors such as expertise and cognitive style, other factors such as demographic characteristics (Ahuja and Thatcher 2005), gatekeepers' goal orientation (Vandewalle 1997), the perceived support provided by the gatekeeper's supervisor, the norms and social constraints of the organization (Ajzen 1991;Sveen et al 2007), organizational structure (Siggelkow and Levinthal 2003), and the dynamism of the environment facing the organization (Wang and Li 2008) may influence gatekeepers' decisions about the new technology. We do not discuss specific propositions regarding these factors, but instead present them as an initial list of control variables.…”