Security Seeking in a Regulatory Focus Whodunit: The Case of the Relative Orientation in Behavioral Economics

[Excerpt] As a complement to other chapters in this handbook, this chapter’s initial focus is about understanding security concerns in interdependent economic decision-making, that is, contexts wherein individuals are asked with distributing resources between two or more parties, typically themselves and another. The economics component of economic decision-making concerns the manufacturing, distribution, and exchange of resources, whether money or ornament-shaped chocolates. The decision-making component involves applying psychological principles, such as motivation, to understanding how individuals choose among alternatives. For these reasons, it is a topic that falls under the study of behavioral economics (Camerer & Loewenstein, 2004; De Cremer, Zeelenberg, & Murnighan, 2006). It is the interdependent component of economic decision-making, however, that helps us investigate individuals\u27 intentions to cooperate or compete, to explore self-interest and its manifestation in individuals\u27 treatment (or lack thereof) of other parties. This intersection of topics allows us to answer the types of questions raised by examples like the one described above, such as, Why might someone sacrifice her own absolute gains simply to avoid receiving less than someone else? Understanding the answers to these kinds of questions about how resources are manufactured, distributed, and exchanged is a topic with great ramifications for, among other things, domestic and international politics (e.g., Lancaster, 2007; Waltz, 1979), the funding of research disciplines or functional areas within organizations, deal-making and dispute resolution, and basic survival functions, through the sharing of food, shelter, and other basic resources (e.g., Boyd & Silk, 2012; Hill, 2002)

Meeting the Challenge of Interdependent Critical Networks under Threat : The Paris Initiative

NARisques à grande échelle;Gestion des crises internationale;Interdépendances;Infrastructures critiques;Anthrax;Initiative collective;Stratégie;Préparation des Etats-majors

Do Regional Organizations Travel? - European Integration, Diffusion and the Case of ASEAN

Why do regional organizations share a number of key institutions and policies? Why do regional organizations like the Economic Community of West African States (ECOWAS) or the Carribean Community (CARICOM) look like the European Union? And why do we find the norms of the Helsinki Final Act in treaties of the Association of Southeast Asian Nations (ASEAN)? The simple answer is that policy solutions developed in the context of regional integration diffuse. The paper contends that regional integration efforts in Europe have had a decisive but often unacknowledged influence on regional cooperation outside of Europe. The influence of European integration on regional organizations beyond Europe will be illustrated with a case that is unsuspicious of having emulated the European integration experience: The Association of Southeast Asian Nations (ASEAN). Since 1957, Southeast Asian states have selectively taken over policies and institutions from the European context. The most recent adoption, it will be argued, is the ASEAN Charter, in effect since November 2008. In accounting for this adoption, the paper argues that ASEAN members’ decision is only partially driven by genuine regional or functional demands. Members borrowed from abroad expecting the Charter to provide a policy solution to the cooperation problems members faced. Thus, the paper makes an original general contribution to the existing literature on regional integration: It argues that a full account of regional integration processes needs to take diffusion processes into consideration.Europeanization; Europeanization

Trading on Preconceptions: Why World War I Was Not a Failure of Economic Interdependence

World War I is generally viewed by both advocates and critics of commercial liberal theory as the quintessential example of a failure of economic integration to maintain peace. Yet this consensus relies on both methodologically flawed inference and an incomplete accounting of the antecedents to the war. Crucially, World War I began in a weakly integrated portion of Europe with which highly integrated powers were entangled through the alliance system. Crises among the highly interdependent European powers in the decades leading up to the war were generally resolved without bloodshed. Among the less interdependent powers in Eastern Europe, however, crises regularly escalated to militarized violence. Moreover, the crises leading to the war created increased incentives for the integrated powers to strengthen commitments to their less interdependent partners. In attempting to make these alliances more credible, Western powers shifted foreign policy discretion to the very states that lacked strong economic disincentives to fight. Had globalization pervaded Eastern Europe, or if the rest of Europe had been less locked into events in the east, Europe might have avoided a “Great War.” </jats:p

Toward a Strategic Human Resource Management Model of High Reliability Organization Performance

In this article, we extend strategic human resource management (SHRM) thinking to theory and research on high reliability organizations (HROs) using a behavioral approach. After considering the viability of reliability as an organizational performance indicator, we identify a set of eight reliability-oriented employee behaviors (ROEBs) likely to foster organizational reliability and suggest that they are especially valuable to reliability seeking organizations that operate under “trying conditions”. We then develop a reliability-enhancing human resource strategy (REHRS) likely to facilitate the manifestation of these ROEBs. We conclude that the behavioral approach offers SHRM scholars an opportunity to explain how people contribute to specific organizational goals in specific contexts and, in turn, to identify human resource strategies that extend the general high performance human resource strategy (HPHRS) in new and important ways

New Challenges in Critical Infrastructures : A US Perspective

L'émergence d'un plus large spectre de vulnérabilités (terrorisme, sabotage, conflits locaux et catastrophes naturelles) et l'interdépendance croissante de l'activité économique rendent particulièrement vulnérables les grands réseaux vitaux des pays industrialisés. Pour y faire face, des actions importantes doivent être menées à une échelle nationale, en particulier par le développement de partenariats étroits entre le secteur public et la sphère privée.Cet article analyse l'initiative présidentielle lancée dès 1996 aux Etats-Unis -premier pays au monde à inscrire ces questions à l'agenda du plus haut niveau décisionnel- ainsi que la structure nationale de partenariats mis en place depuis lors. Une telle démarche pourrait constituer un point de départ pour d'autres pays désireux d'élaborer leur propre analyse de vulnérabilités et leur stratégie d'amélioration.Les événements du 11 septembre 2001, comme les attaques à l'anthrax, ont néanmoins montré que les avancées américaines ne constituaient qu'une première étape d'un processus plus global de préparation nationale; les infrastructures critiques des Etats-Unis demeurent hautement vulnérables. Enfin, plusieurs idées fausses, par trop souvent récurrentes, doivent être dépassées pour traiter beaucoup plus efficacement ces risques à grande échelle sur un plan international.Partenariats public-privé;Risques à grande échelle;Infrastructures critiques;Nouvelles vulnérabilites;Sécurité nationale;Préparation collective

Values-Based Network Leadership in an Interconnected World

This paper describes values-based network leadership conceptually aligned to systems science, principles of networks, moral and ethical development, and connectivism. Values-based network leadership places importance on a leader\u27s repertoire of skills for stewarding a culture of purpose and calling among distributed teams in a globally interconnected world. Values-based network leadership is applicable for any leader needing to align interdependent effort by networks of teams operating across virtual and physical environments to achieve a collective purpose. An open-learning ecosystem is also described to help leaders address the development of strengths associated with building trust and relationships across networks of teams, aligned under a higher purpose and calling, possessing moral fiber, resilient in the face of complexity, reflectively competent to adapt as interconnected efforts evolve and change within multicultural environments, and able to figure out new ways to do something never done before

Research Agenda in Intelligent Infrastructure to Enhance Disaster Management, Community Resilience and Public Safety

Modern societies can be understood as the intersection of four interdependent systems: (1) the natural environment of geography, climate and weather; (2) the built environment of cities, engineered systems, and physical infrastructure; (3) the social environment of human populations, communities and socio-economic activities; and (4) an information ecosystem that overlays the other three domains and provides the means for understanding, interacting with, and managing the relationships between the natural, built, and human environments. As the nation and its communities become more connected, networked and technologically sophisticated, new challenges and opportunities arise that demand a rethinking of current approaches to public safety and emergency management. Addressing the current and future challenges requires an equally sophisticated program of research, technology development, and strategic planning. The design and integration of intelligent infrastructure-including embedded sensors, the Internet of Things (IoT), advanced wireless information technologies, real-time data capture and analysis, and machine-learning-based decision support-holds the potential to greatly enhance public safety, emergency management, disaster recovery, and overall community resilience, while addressing new and emerging threats to public safety and security. Ultimately, the objective of this program of research and development is to save lives, reduce risk and disaster impacts, permit efficient use of material and social resources, and protect quality of life and economic stability across entire regions.Comment: A Computing Community Consortium (CCC) white paper, 4 page

"If You Can't Beat them, Join them": A Usability Approach to Interdependent Privacy in Cloud Apps

Cloud storage services, like Dropbox and Google Drive, have growing ecosystems of 3rd party apps that are designed to work with users' cloud files. Such apps often request full access to users' files, including files shared with collaborators. Hence, whenever a user grants access to a new vendor, she is inflicting a privacy loss on herself and on her collaborators too. Based on analyzing a real dataset of 183 Google Drive users and 131 third party apps, we discover that collaborators inflict a privacy loss which is at least 39% higher than what users themselves cause. We take a step toward minimizing this loss by introducing the concept of History-based decisions. Simply put, users are informed at decision time about the vendors which have been previously granted access to their data. Thus, they can reduce their privacy loss by not installing apps from new vendors whenever possible. Next, we realize this concept by introducing a new privacy indicator, which can be integrated within the cloud apps' authorization interface. Via a web experiment with 141 participants recruited from CrowdFlower, we show that our privacy indicator can significantly increase the user's likelihood of choosing the app that minimizes her privacy loss. Finally, we explore the network effect of History-based decisions via a simulation on top of large collaboration networks. We demonstrate that adopting such a decision-making process is capable of reducing the growth of users' privacy loss by 70% in a Google Drive-based network and by 40% in an author collaboration network. This is despite the fact that we neither assume that users cooperate nor that they exhibit altruistic behavior. To our knowledge, our work is the first to provide quantifiable evidence of the privacy risk that collaborators pose in cloud apps. We are also the first to mitigate this problem via a usable privacy approach.Comment: Authors' extended version of the paper published at CODASPY 201