‘The Enabling Role of Internal Organizational Communication in Insider Threat Activity – Evidence From a High Security Organization’

Rice, Charis; Searle, Rosalind

doi:10.1177/08933189211062250

Cited by 14 publications

(11 citation statements)

References 68 publications

(102 reference statements)

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“…Finally, 35% of the students surveyed from the Professional School of Civil Engineering considered it to be high, 40% considered it to be at a regular level and 25% considered it to be at a low level. These results are supported by the research of Rice & Searle (2022), because, as in the UNIFSL organizational communication is in the medium and high levels, being the inadequate use of communication tools one of the factors that cause that there is no assertive organizational communication, thus generating a dissatisfaction among the student community. The results are supported by Kapur (2020), who states that organizational communication is considered as the descriptor of what happens within organizations through internal communication to carry out the duties, improve the structure, achieve organizational goals and objectives through good organizational interaction, it is essential for individuals to communicate with each other.…”

Section: Discussionsupporting

confidence: 56%

Communication and organizational interaction in the Faculties of UNIFSL - Bagua, Peru

Nachucho

Rojas

Carrasco

et al. 2022

SIJIS

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Organizational interaction and internal communication are fundamental elements for authorities, teachers and administrative staff to comply with orienting, listening and attending to the requirements and needs of the entity and its students. Its main objective was to evaluate organizational communication at the Universidad Nacional Intercultural Fabiola Salazar Leguía-Bagua. Therefore, it was quantitative, applied, non-experimental and comparative. The results revealed that organizational communication, internal communication and organizational interaction is regular in the three professional schools, since they achieved a percentage higher than 50%. In addition, kendall's Tau_b of 0.897 and 0.851 and Spearman's Rho of 0.907 and 0.866 were achieved. Also, it is seen that when organizational interaction is low, internal communication is low by 87.5%. Concluding that organizational communication maintains a perfect positive correlation with organizational interaction, and organizational interaction retains a very strong positive correlation with internal communication. It is suggested to the university authorities to implement an assertive communication plan that requires workers and teachers to be empathetic in order to provide adequate attention to the university community, which leads to improve the organizational environment at the university.

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Section: Discussionsupporting

confidence: 56%

Communication and organizational interaction in the Faculties of UNIFSL - Bagua, Peru

Nachucho

Rojas

Carrasco

et al. 2022

SIJIS

View full text Add to dashboard Cite

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“…Both women and men in the present survey indicated exposure to ‘banter cultures’, yet research has revealed that these jokes are not innocuous, instead offering an important and subtle means for perpetrators to test the boundaries of their activities, identify like-minded individuals, and desensitize others 23 . These results also echo evidence that men tend to be less aware of such talk and its negative impact 24 .…”

Section: Discussionmentioning

confidence: 73%

Sexual harassment, sexual assault and rape by colleagues in the surgical workforce, and how women and men are living different realities: observational study using NHS population-derived weights

Begeny,

Arshad,

Cuming

et al. 2023

British Journal of Surgery

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Background This observational study, paired with National Health Service (NHS) workforce population data, examined gender differences in surgical workforce members’ experiences with sexual misconduct (sexual harassment, sexual assault, rape) among colleagues in the past 5 years, and their views of the adequacy of accountable organizations in dealing with this issue. Methods This was a survey of UK surgical workforce members, recruited via surgical organizations. Results Some 1704 individuals participated, with 1434 (51.5 per cent women) eligible for primary unweighted analyses. Weighted analyses, grounded in NHS England surgical workforce population data, used 756 NHS England participants. Weighted and unweighted analyses showed that, compared with men, women were significantly more likely to report witnessing, and be a target of, sexual misconduct. Among women, 63.3 per cent reported being the target of sexual harassment versus 23.7 per cent of men (89.5 per cent witnessing versus 81.0 per cent of men). Additionally, 29.9 per cent of women had been sexually assaulted versus 6.9 per cent of men (35.9 per cent witnessing versus 17.1 per cent of men), with 10.9 per cent of women experiencing forced physical contact for career opportunities (a form of sexual assault) versus 0.7 per cent of men. Being raped by a colleague was reported by 0.8 per cent of women versus 0.1 per cent of men (1.9 per cent witnessing versus 0.6 per cent of men). Evaluations of organizations’ adequacy in handling sexual misconduct were significantly lower among women than men, ranging from a low of 15.1 per cent for the General Medical Council to a high of 31.1 per cent for the Royal Colleges (men’s evaluations: 48.6 and 60.2 per cent respectively). Conclusion Sexual misconduct in the past 5 years has been experienced widely, with women affected disproportionately. Accountable organizations are not regarded as dealing adequately with this issue.

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“…In a meta-review of institutional failures relating to ethics and risk management, Hald et al (2021) found that trust problems were key, particularly where failures had a strong ethical component. Other research has demonstrated how distrust between work groups facilitates disengagement, counterproductive norms and risky work behaviour as individuals protect their own interests (Rice and Searle, 2022; Searle and Rice, 2018). In considering the relational component at NASA, Vaughan found that shared goals but different role responsibilities, together with dual bureaucratic and political accountability, created a context of ‘cooperative adversaries’ (Vaughan, 1996: 85) between different work groups and agencies.…”

Section: Theoretical Framework: Institutional Pillars Normalisation A...mentioning

confidence: 99%

A slow-burning crisis: Executive relations and the normalisation of distrust in Northern Ireland's ‘cash for ash’ fiasco

Rice

Connaughton

Ratcliffe

et al. 2023

International Review of Administrative Sciences

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This paper explores relationships between ministers, special advisers and civil servants through the lens of a high-profile government crisis in Northern Ireland (NI). Although political–administrative relationships are a mainstay of public administration research, we still have limited understanding of how these relationships feature and function within the ‘Westminster family’ of governance when operating within devolved institutions or post-conflict societies, nor of their role in crisis. We use Scott’s institutional pillars as an analytical framework and conduct a documentary analysis of public inquiry witness statements to explore the Renewable Heat Incentive crisis which led to the collapse of the NI legislature. Utilising a novel application of existing theory, we demonstrate that the implementation of the devolved, consociational power-sharing model incubated new governance norms, that prioritised and legitimised the agendas and actions of political actors (ministers and special advisers), over civil servants. Specifically, in understanding how relational norms – particularly distrust – feed public policy failure and institutional crisis, our findings contribute to this research area and to the broader public administration field. Government institutional crisis negatively impacts upon public service delivery and the wider health of democracy. Understanding such crises is an important first step in their amelioration. Points for practitioners Structural, systemic and day-to-day behavioural layering of distrust adversely impacts government professionals’ ability to recognise, communicate and respond to risk; this can create policy problems, which can escalate, unchecked, until they have become full-blown crises. In order to proactively mitigate crises in other public policy contexts, managers and teams should build in awareness raising, reflection and management processes to individual and operational performance reviews to improve relational norms, and prevent the normalisation of distrust.

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‘The Enabling Role of Internal Organizational Communication in Insider Threat Activity – Evidence From a High Security Organization’

Cited by 14 publications

References 68 publications

Communication and organizational interaction in the Faculties of UNIFSL - Bagua, Peru

Communication and organizational interaction in the Faculties of UNIFSL - Bagua, Peru

Sexual harassment, sexual assault and rape by colleagues in the surgical workforce, and how women and men are living different realities: observational study using NHS population-derived weights

A slow-burning crisis: Executive relations and the normalisation of distrust in Northern Ireland's ‘cash for ash’ fiasco

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