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Article
Publication date: 14 March 2016

Richard G. Taylor, Jeff Brice, Jr. and Sammie L. Robinson

The purpose of the paper is to determine whether management’s optimistic perceptions of their organization’s level of information security preparedness can ultimately result in…

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Abstract

Purpose

The purpose of the paper is to determine whether management’s optimistic perceptions of their organization’s level of information security preparedness can ultimately result in increased information security risks.

Design/methodology/approach

A case study was conducted in a financial institution. In all, 24 employees were interviewed. These employees came from all functional areas and various positions, from tellers to executives. Interviews were conducted, internal policies and examiners’ reports were made available and access was given to observe the employees during working hours and to observe the facilities after hours.

Findings

Executives were overly optimistic about the level of information security at their organization. These optimistic perceptions guided security priorities; however, the findings show that their perceptions were misguided leaving their organization open to increased security threats. More specifically, the results show that optimist perceptions by management can put an organization’s information at risk.

Originality/value

The paper uses existing theory and evaluates it in a “real-world” setting. For security research, it can be difficult to get honest responses from questionnaires; however, the hands-on approach provided a deeper insight to the problem of optimistic perceptions in an organizational setting. For practitioners, the case can raise managements’ awareness of perceptional inaccuracies, resulting in more informed information security decisions and ultimately improved security for their organization.

Details

Journal of Systems and Information Technology, vol. 18 no. 1
Type: Research Article
ISSN: 1328-7265

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Article
Publication date: 1 April 2002

Joseph Peyrefitte, Peggy A. Golden and Jeff Brice

Despite the indeterminate economic outcomes of vertical integration, several managers and researchers have questioned its viability. The article proposes that a better…

5608

Abstract

Despite the indeterminate economic outcomes of vertical integration, several managers and researchers have questioned its viability. The article proposes that a better understanding of the relationship between vertical integration and economic performance may be made by considering the role of managerial capabilities in directing integration. It is argued that a lack of understanding of non‐core businesses and the managerial approach necessary for managing integrated activities contributes to poor integration outcomes. The magnitude of these knowledge deficiencies will be dependent on how far the company moves from its strategic core and on whether corporate managers can abate these deficiencies through knowledge acquisition. Through synthesis of the complex vertical integration literature, a managerial capability framework presents the issues and environmental contingencies involved in the success of the vertical integration effort.

Details

Management Decision, vol. 40 no. 3
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 31 July 2020

Karma Sherif, Ning Nan and Jeff Brice

In this study, the authors explore the boundaryless careers of faculty and adopt the intelligent career framework to examine success factors for academic careers.

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Abstract

Purpose

In this study, the authors explore the boundaryless careers of faculty and adopt the intelligent career framework to examine success factors for academic careers.

Design/methodology/approach

The authors conducted a field study of 36 researchers in the management information systems field from 22 institutions in the US, Australia and Canada. The authors selected the participants representing four strata of researchers: luminaries (high expertise status and high citizenship behavior), experts (high expertise status but low leadership roles), statesmen (low expertise status but high leadership) and journeymen (low expertise status and low leadership). Data regarding the participants' experience of social relationships and social resources as well as entrepreneurial motivations were collected and analyzed.

Findings

Results show that faculty who “know-why”, “know-how”, and “know with whom” possess socially valued resources and are successful in advancing their careers. They establish high social status and exercise power within their networks to mobilize resources that promote their careers. On the other hand, faculty who fall short of these competencies impose social closure on themselves and do not strive to exploit resources available through their contacts. The study advances a number of theoretical propositions to guide future research on boundaryless intelligent careers.

Social implications

Social relationships and social resources do not substitute individual competence, leadership and entrepreneurial motivations; individuals need to develop competence valued by their professional communities and exploit available opportunities and assume leadership roles in order to effectively establish instrumental relationships and mobilize social resources to achieve career advancement.

Originality/value

In this study, we attempt to extend career development research through an examination of the bidirectional relationship between know-why, know-how and know-who in academia.

Details

Career Development International, vol. 25 no. 6
Type: Research Article
ISSN: 1362-0436

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Book part
Publication date: 30 November 2023

Athina Karatzogianni and Jacob Matthews

Abstract

Details

Fractal Leadership
Type: Book
ISBN: 978-1-83797-108-4

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