Why Should We Investigate Knowledge Risks Incidents? - Lessons from Four Cases.

Thalmann, Stefan; Ilvonen, Ilona

doi:10.24251/hicss.2020.607

Cited by 13 publications

(6 citation statements)

References 28 publications

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“…Therefore, it is important to define clear instructions on sharing which data with whom to reduce insecurities within the organization and to define clear collaboration rules. Also, research on strategies how to balance sharing and protection is needed and finally similarly to security action plans for what to do after an incident need to be defined [58].…”

Section: Legal Viewmentioning

confidence: 99%

Knowledge Risks in Digital Supply Chains: A Literature Review

Zeiringer¹,

Thalmann²

2020

WI2020 Zentrale Tracks

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The digital transformation changes the way how organizations exchange data in supply chains. Data traditionally shared, is enriched by detailed data sets captured by sensors in the production itself. In addition to the promised benefits, also new risks arise. Advanced data analytic approaches make it possible to extract knowledge from such data sets and thus increase the risk that competitive knowledge unintentionally spills over. From a knowledge management perspective, little attention is paid to such knowledge risks arising from data-centric collaborations. Hence, this paper has the goal to investigate knowledge risks in data-centric collaborations by conducting a structured literature review. Thereby, we focus on digital supply chains, as data-centric collaborations play a central role within them. Based on our review, we identify four characteristics of digital supply chains relevant for managing knowledge risks. Based on these characteristics, we present causes, risks and countermeasures from an organizational, technical and legal perspective.

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Section: Legal Viewmentioning

confidence: 99%

Knowledge Risks in Digital Supply Chains: A Literature Review

Zeiringer¹,

Thalmann²

2020

WI2020 Zentrale Tracks

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“…, 2021), as well as to disruption of the organization’s functioning or competitive position. But “not much is published about real consequences of the realization of knowledge risks” (Thalmann and Ilvonen, 2020, p. 4940). Although it is clear that unleveraged critical knowledge is nothing but “wasted” knowledge, few researchers who dealt with the significant implications for an organization in a reality in which there is no systematization in its management (Durst et al.…”

Section: Literature Reviewmentioning

confidence: 99%

Motivations for the initiation of knowledge management activities in times of routine and emergency

Nakash

Bouhnik

2023

AJIM

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PurposeThis research seeks to understand, for the first time, what motivates knowledge-intensive organizations (KIOs) to initiate knowledge management (KM) activities in times of routine and emergency. The COVID-19 pandemic was placed at the center as a case study of an extreme crisis.Design/methodology/approachBased on the adoption of the qualitative-constructivist paradigm, the study was conducted among 52 KM professionals through in-depth interviews and focus groups. The data were analyzed using a thematic analysis method, according to the principles of the grounded theory approach.FindingsThe findings reveal that opportunities and risks are two types of catalysts which accelerate KM efforts in times of routine and emergency respectively. Due to KM’s support of the transition to flexible employment during COVID-19, the authors show that this field experienced real growth and prosperity in the “new normal.” KM initiatives were promoted during the COVID-19 crisis in light of gaps in retention, sharing, accessibility and development of knowledge.Originality/valueGiven that knowledge risks are a field with fragmented understanding, the results contribute to understanding the importance of risk management related to knowledge in times of crises and turmoil. The authors call for incorporating this niche into the overall risk management of the organization, while adopting a holistic and long-term perspective of KM. Furthermore, the authors uncover KM’s position in KIOs during the global pandemic. The paper proposes food for thought regarding informal knowledge sharing in virtual environments typical of the “Corona routine”.

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“…The process described here for translating tacit to explicit knowledge is also necessary for avoiding the loss of any K i due to, for example, the retirement of a security analyst from the company. If there is no possibility to keep the knowledge of this security analyst in the company, this poses a risk for the company [28].…”

Section: Knowledge Conversionmentioning

confidence: 99%

Formalizing and Integrating User Knowledge into Security Analytics

2022

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The Internet-of-Things and ubiquitous cyber-physical systems increase the attack surface for cyber-physical attacks. They exploit technical vulnerabilities and human weaknesses to wreak havoc on organizations’ information systems, physical machines, or even humans. Taking a stand against these multi-dimensional attacks requires automated measures to be combined with people as their knowledge has proven critical for security analytics. However, there is no uniform understanding of information security knowledge and its integration into security analytics activities. With this work, we structure and formalize the crucial notions of knowledge that we deem essential for holistic security analytics. A corresponding knowledge model is established based on the Incident Detection Lifecycle, which summarizes the security analytics activities. This idea of knowledge-based security analytics highlights a dichotomy in security analytics. Security experts can operate security mechanisms and thus contribute their knowledge. However, security novices often cannot operate security mechanisms and, therefore, cannot make their highly-specialized domain knowledge available for security analytics. This results in several severe knowledge gaps. We present a research prototype that shows how several of these knowledge gaps can be overcome by simplifying the interaction with automated security analytics techniques.

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Why Should We Investigate Knowledge Risks Incidents? - Lessons from Four Cases.

Cited by 13 publications

References 28 publications

Knowledge Risks in Digital Supply Chains: A Literature Review

Knowledge Risks in Digital Supply Chains: A Literature Review

Motivations for the initiation of knowledge management activities in times of routine and emergency

Formalizing and Integrating User Knowledge into Security Analytics

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