Fletcher Glancy, David P. Biros, Nan Liang and Andy Luse
The authors argue that the current studies about malicious insiders confuse the fact that malicious attacks belong to two different categories, namely, those that launch…
Abstract
Purpose
The authors argue that the current studies about malicious insiders confuse the fact that malicious attacks belong to two different categories, namely, those that launch instrumental attacks and expressive attacks. The authors collect malicious insider data from publicly available sources and use text-mining techniques to analyze the association between malicious insiders’ characteristics and the different types of attack.
Design/methodology/approach
The authors investigated the relationship between personality characteristics and different types of malicious attacks. For the personality characteristics, the authors use the same method as Liang et al. (2016), which extracted these characteristics based on a keyword-characteristic dictionary. For different types of malicious attacks, two raters rated each case based on criteria modified from criminology research to determine the degree of expressiveness and instrumentality.
Findings
The results show that malicious insiders who are manipulative or seeking personal gain tend to carry out instrumental attacks. Malicious insiders who are arrogant tend to conduct expressive attacks.
Research limitations/implications
This study uses third party articles to identify the personality characteristics of known malicious insiders. As such, not all personality characteristics may have been reported. Data availability was an issue.
Practical implications
Understanding if different personality characteristics lead different types of attacks can help managers identify employees who exhibit them and mitigate an attack before it occurs.
Social implications
Malicious insider attacks can have devastating results on businesses and employees. Help to identify potential malicious insiders before they act, may prevent undue harm.
Originality/value
This study used 132 cases of none malicious insiders to examine their attack objectives. No other study that the authors know of used that many cases.
Details
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Shu Schiller, Fiona Fui-Hoon Nah, Andy Luse and Keng Siau
The gender composition of teams remains an important yet complex element in unlocking the success of collaboration and performance in the metaverse. In this study, the authors…
Abstract
Purpose
The gender composition of teams remains an important yet complex element in unlocking the success of collaboration and performance in the metaverse. In this study, the authors examined the collaborations of same- and mixed-gender dyads to investigate how gender composition influences perceptions of the dyadic collaboration process and outcomes at both the individual and team levels in the metaverse.
Design/methodology/approach
Drawing on expectation states theory and social role theory, the authors hypothesized differences between dyads of different gender compositions. A blocked design was utilized where 432 subjects were randomly assigned to teams of different gender compositions: 101 male dyads, 59 female dyads and 56 mixed-gender dyads. Survey responses were collected after the experiment.
Findings
Multilevel multigroup analyses reveal that at the team level, male dyads took on the we-impress manifestation to increase satisfaction with the team solution. In contrast, female and mixed-gender dyads adopted the we-work-hard-on-task philosophy to increase satisfaction with the team solution. At the individual level, impression management is the key factor associated with trust in same-gender dyads but not in mixed-gender dyads.
Originality/value
As one of the pioneering works on gender effects in the metaverse, our findings shed light on two fronts in virtual dyadic collaborations. First, the authors offer a theoretically grounded and gendered perspective by investigating male, female and mixed-gender dyads in the metaverse. Second, the study advances team-based theory and deepens the understanding of gender effects at both the individual and team levels (multilevel) in a virtual collaboration environment.
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This article revisits Nicolas Carr's popular Harvard Review article IT Doesn't Matter on its ten-year anniversary. The purpose is to analyze Carr's argument by analyzing the…
Abstract
Purpose
This article revisits Nicolas Carr's popular Harvard Review article IT Doesn't Matter on its ten-year anniversary. The purpose is to analyze Carr's argument by analyzing the development of the argument itself as opposed to finding exceptions to the argument, which has been done in the past.
Design/methodology/approach
The authors use co-evolutionary theory as a case against Carr's argument by showing that Carr has only looked at the growth of IT from a population ecology perspective and has failed to anticipate the adaptive nature of IT within the organization.
Findings
The authors show that Carr's new rules for IT management may not be applicable if viewed through the lens of the three principles of self-renewing organizations espoused by co-evolutionary theory.
Research limitations/implications
The authors provide a new basis for evaluating the strategic nature of IT and offer a background for future research and case studies into evaluating IT strategic competitive advantage within the organization.
Practical implications
The research provides guidelines for organizations to better decide how to strategically implement IT to more fully utilize its capabilities.
Originality/value
The paper provides a new method for refuting a popular article by attacking the argument as opposed to finding exceptions to the argument. This is valuable to those who wish to evangelize the strategic capacity of IT within the organization.
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Xusen Cheng, Jian Mou, Xiao-Liang Shen, Triparna de Vreede and Rainer Alt
A.J. Arnold and B.J. Webb
The football industry is a most unusual one. Football clubs, unlike most other organisations, need to cooperate in order to provide a saleable product, a game. Companies can only…
Abstract
The football industry is a most unusual one. Football clubs, unlike most other organisations, need to cooperate in order to provide a saleable product, a game. Companies can only enter the industry with the specific approval of those already within, and this approval is rarely given since it leads to the expulsion of existing members. The industry requires that less successful clubs be cross‐subsidised and restricts the payment of directors' fees and dividends. Until 1981/2 a minimum admission price was also stipulated. Such supportive measures contrast sharply with the nature of competition on the field of play in which there can be ‘only one winner’. The pursuit of playing success as a dominant objective means that few can ‘succeed’ in any one season, whereas in industries in which orthodox financial objectives are important several firms may succeed simultaneously.