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…
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
Keywords
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…
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
Keywords
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.
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.