Managing cyber risk in supply chains:A review and research agenda

Purpose: Despite growing research interest in cyber security, inter-firm based cyber risk studies are rare. Therefore, this study investigates cyber risk management in supply chain contexts. Methodology: Adapting a systematic literature review process, papers from interdisciplinary areas published between 1990 and 2017 were selected. Different typologies, developed for conducting descriptive and thematic analysis were established using data mining techniques to conduct a comprehensive, replicable and transparent review. Findings: The review identifies multiple future research directions for cyber security/resilience in supply chains. A conceptual model is developed, which indicates a strong link between IT, organisational and supply chain security systems. The human/behavioural elements within cyber security risk are found to be critical; however, behavioural risks have attracted less attention due to a perceived bias towards technical (data, application and network) risks. There is a need for raising risk awareness, standardised policies, collaborative strategies and empirical models for creating supply chain cyber-resilience. Research implications: Different type of cyber risks and their points of penetration, propagation levels, consequences and mitigation measures are identified. The conceptual model developed in this study drives an agenda for future research on supply chain cyber security/resilience. Practical implications: A multi-perspective, systematic study provides a holistic guide for practitioners in understanding cyber-physical systems. The cyber risk challenges and the mitigation strategies identified support supply chain managers in making informed decisions. Originality: This is the first systematic literature review on managing cyber risks in supply chains. The review defines supply chain cyber risk and develops a conceptual model for supply chain cyber security systems and an agenda for future studies

Processes and Skills Manufacturing Organizational Leaders Use to Implement Corporate Restructuring

Corporate restructuring implementation failure has the potential for adverse business outcomes. Business owners are concerned with corporate restructuring implementation failure, as it is the number one predictor of the collapse of businesses. Grounded in transformational leadership theory and business process reengineering model, the purpose of this qualitative multiple case study was to explore the processes and skills business owners use to minimize corporate restructuring implementation failure. The participants comprised 10 business owners of the manufacturing sector who minimized corporate restructuring implementation failure. Data were collected using semistructured interviews and a review of the organization’s corporate restructuring information on social media platforms. Through the modified Van Kaam method of analysis 10 themes were identified: continuous improvement, restructuring proactiveness, stakeholder engagement, capacity building, communication, transparency, diverse leadership skills, leadership self-leading, monitoring and evaluation, and coaching. A key recommendation is for business leaders to have a proactive mindset in corporate restructuring implementation through the recognition, continuous engagement, and influence of all stakeholders to implement daily, weekly, monthly, and continuous improvement systems. The implications for positive social change include the potential to sustain businesses, maintain employees, create jobs, support employees’ families, and the economic development of their communities

Information Technology (IT) managers’ contribution to IT agility in organizations – views from the field

siirretty Doriast

Culture and Information Security Awareness: Examining the Role of Organisational and Security Culture

This item is only available electronically.The relationship between security culture and ISA has received preliminary support; however, its interplay with organisational culture is yet to be empirically explored. Therefore, this study examined the relationship between ISA, organisational culture, and security culture. A total of 508 working Australians completed an online questionnaire. ISA was measured using the Human Aspects of Information Security Questionnaire (HAIS-Q); organisational culture was measured using the Denison Organisational Culture Survey (DOCS); and security culture was assessed through the Organisational Security Culture Measure. Our results showed that while organisational culture and security culture were correlated with ISA, security culture mediated the relationship between organisational culture and ISA. This finding has important applied implications. Organisations can improve ISA by focussing on security culture rather than organisational culture, saving them time and resources. Future research could further extend current findings by also considering national culture.Thesis (M.Psych(Organisational & Human Factors)) -- University of Adelaide, School of Psychology, 201

The creation of a framework for assessing innovation capability maturity of supply chains. Analysing the status quo and developing an improvement strategy for the Scottish aerospace industry during the Covid-19 pandemic

In days of more interconnectivity of supply chains, competition is considered happening more between different supply chains than only between different single organisations. To be com-petitive and to remain competitive, organisations and supply chains need to change, need to develop new products and processes; in short, they need to innovate. Innovation, just like competition, already takes place along supply chains. This way single or-ganisations can leverage their own resources. Consequently, the question arises what makes a supply chain innovative or more precisely how to measure innovation capability of a supply chain. Whereas innovation capability of single organisations has gained considerable atten-tion in academia, little investigation has been carried out into innovation capability of supply chains. There are few spill overs from innovation capability research of single organisations into supply chains and spill overs from supply chain management namely supply chain inte-gration literature focussing on innovation capability. What is missing is a framework that allows to measure the innovation capability in terms of its maturity for the whole end-to-end supply chain. As a result, the manufacturing supply chain innovation capability maturity assessment framework (MaSCICMAF) is created using a systems approach to supply chains with an understanding of supply chains based on the SCOR model and its supply chain planning level. MaSCICMAF, based on academic literature, is a framework that is built on the idea that innovation capability of a supply chain consists out of individual innovation capability of single organisations and their interactions. Hence, MaS-CICMAF offers are company scoring model and a supply chain scoring model. For validation of MaSCICMAF, the Covid-19 pandemic offered an unexpected opportunity as surviving through Covid-19 and rebuilding afterwards was a dominant topic. In this context, innovation capability of supply chains is extremely relevant. For maximum practical impact of the research, more investigation into which Scottish manufacturing sector needed the most innovation capability building support was carried out. This resulted in the aerospace sector, precisely one Scottish aerospace supply chain, being the subject of application of MaSCICMAF and its field validation. This supply chain’s innovation capability was analysed in a total of six workshops with two companies of the four TIER supply chain and a supply chain delegation group. In a next step, improvement strategies are developed for each company and the supply chain setup. These are based on the future scenario approach to strategizing. For further prac-tical relevance of the research, these strategies are turned into direct policy making advice. Four main areas for changes in policies are identified. These are open innovation support, building more supply chain resilience, changing funding practices, and advice on skills short-ages and education. It must be clarified that there are certain limitations to the present research. MaSCICMAF must be used more in different industries to enable comparison between supply chains as MaSCICMAF only allows relative assessments at present. Derived policy advice should be con-firmed further as it is only built on two of four companies of one supply chain. Nevertheless, MaSCICMAF evidently and verifiably offers to analyse innovation capability of supply chains and effectively create improvement strategies. Hence, MaSCICMAF contributes to academia in a way that it clearly defines which factors contribute to innovation capability of supply chains and more over defines maturity levels which can be used as basis for strategy making to im-prove innovation capability across a supply chain.In days of more interconnectivity of supply chains, competition is considered happening more between different supply chains than only between different single organisations. To be com-petitive and to remain competitive, organisations and supply chains need to change, need to develop new products and processes; in short, they need to innovate. Innovation, just like competition, already takes place along supply chains. This way single or-ganisations can leverage their own resources. Consequently, the question arises what makes a supply chain innovative or more precisely how to measure innovation capability of a supply chain. Whereas innovation capability of single organisations has gained considerable atten-tion in academia, little investigation has been carried out into innovation capability of supply chains. There are few spill overs from innovation capability research of single organisations into supply chains and spill overs from supply chain management namely supply chain inte-gration literature focussing on innovation capability. What is missing is a framework that allows to measure the innovation capability in terms of its maturity for the whole end-to-end supply chain. As a result, the manufacturing supply chain innovation capability maturity assessment framework (MaSCICMAF) is created using a systems approach to supply chains with an understanding of supply chains based on the SCOR model and its supply chain planning level. MaSCICMAF, based on academic literature, is a framework that is built on the idea that innovation capability of a supply chain consists out of individual innovation capability of single organisations and their interactions. Hence, MaS-CICMAF offers are company scoring model and a supply chain scoring model. For validation of MaSCICMAF, the Covid-19 pandemic offered an unexpected opportunity as surviving through Covid-19 and rebuilding afterwards was a dominant topic. In this context, innovation capability of supply chains is extremely relevant. For maximum practical impact of the research, more investigation into which Scottish manufacturing sector needed the most innovation capability building support was carried out. This resulted in the aerospace sector, precisely one Scottish aerospace supply chain, being the subject of application of MaSCICMAF and its field validation. This supply chain’s innovation capability was analysed in a total of six workshops with two companies of the four TIER supply chain and a supply chain delegation group. In a next step, improvement strategies are developed for each company and the supply chain setup. These are based on the future scenario approach to strategizing. For further prac-tical relevance of the research, these strategies are turned into direct policy making advice. Four main areas for changes in policies are identified. These are open innovation support, building more supply chain resilience, changing funding practices, and advice on skills short-ages and education. It must be clarified that there are certain limitations to the present research. MaSCICMAF must be used more in different industries to enable comparison between supply chains as MaSCICMAF only allows relative assessments at present. Derived policy advice should be con-firmed further as it is only built on two of four companies of one supply chain. Nevertheless, MaSCICMAF evidently and verifiably offers to analyse innovation capability of supply chains and effectively create improvement strategies. Hence, MaSCICMAF contributes to academia in a way that it clearly defines which factors contribute to innovation capability of supply chains and more over defines maturity levels which can be used as basis for strategy making to im-prove innovation capability across a supply chain

INTEROPERABILITY FOR MODELING AND SIMULATION IN MARITIME EXTENDED FRAMEWORK

This thesis reports on the most relevant researches performed during the years of the Ph.D. at the Genova University and within the Simulation Team. The researches have been performed according to M&S well known recognized standards. The studies performed on interoperable simulation cover all the environments of the Extended Maritime Framework, namely Sea Surface, Underwater, Air, Coast & Land, Space and Cyber Space. The applications cover both the civil and defence domain. The aim is to demonstrate the potential of M&S applications for the Extended Maritime Framework, applied to innovative unmanned vehicles as well as to traditional assets, human personnel included. A variety of techniques and methodology have been fruitfully applied in the researches, ranging from interoperable simulation, discrete event simulation, stochastic simulation, artificial intelligence, decision support system and even human behaviour modelling

The Role of Human Resource Management in Achieving Organisational Agility

Whilst uncertainty and change has always been the focal point of strategic management theories, the increasing rate of change and uncertainty that organisations have been experiencing during the past few decades has stimulated new approaches to the strategic management of firms. ‘Agility’ has been introduced as an appropriate paradigmatic approach to integrative strategy making ((Doz and Kosonen, 2008, 2010; McGrath, 2013a, 2013b; Sharifi, 2014). The concept has been considered as providing a comprehensive and cohesive platform for addressing the new conditions in the business environment, epitomised in notions such as hyper-competition, hyper-turbulence, and the continuously morphing business environment, through the perpetual process of altering and adjusting the firm’s direction and courses of action (Doz and Kosonen, 2008). The main aim behind the concept is to maintain strategic supremacy and competitiveness by anticipating and taking advantage of change ((D'Aveni, 1994; Thomas, 1996; Doz and Kosonen, 2007; Jamrog et al., 2006), and coping with and surviving unexpected changes (Zhang and Sharifi, 2000). Agile organisations rely on a series of agility capabilities such as strategic sensitivity, decision making prowess, learning aptitude and resource fluidity and flexibility (Hamel and Prahalad, 1993; Dyer and Shafer, 2003; Doz and Kosonen, 2008; Lengnick-Hall and Beck, 2009), many of which are human-related. A review of the agility literature revealed that achieving agility, similar to other value-based management philosophies, is heavily dependent upon various human factors such as Human Resources (HR) strategy, management approach and the prevailing culture of an organisation (Harper and Utley, 2001; Street et al., 2003; Dyer and Ericksen, 2006). However, the review of Strategic Human Resource Management (SHRM) literature indicated that the SHRM studies have not responded to the agility agenda, thus, little is known about human resource management strategies and systems enabling organisational agility. In an effort to fill this gap, this research has focused on exploring the people aspects of organisational agility aiming at: 1. Identifying the HRM critical roles in developing organisational agility 2. Developing a theoretical model for crafting and implementing a HR Strategy which assists organisations in acquiring agile attributes. The conceptual model delineates the key constructs and features of an Agility-Oriented Human Resource Strategy (AOHRS). The research was conducted through exploratory qualitative research, collecting data mainly through semi-structured interviews with HR directors, agility professionals and senior managers from 17 large public and private organisations in the UK. The research explicated the need and developed a conceptual framework for AOHRS, which gives explicit attention to an array of external environment forces. The framework proposes the need for ongoing reinterpretation of contextual information, frequent review of necessary individual and organisation-wide skills portfolio and capabilities profiles, and frequent re-evaluation of HR principles, policies and practices-in-use to reflect the persistent uncertainty and continuously morphing business conditions. The framework also offers for a dynamic HR system which can analyse capability needs continuously and have appropriate policies and practices in place to easily and quickly reconfigure the firms’ human assets. The study contributes to the knowledge in the field of SHRM and organisational agility by presenting a comprehensive conceptual framework for AOHR strategy, complemented by an expansive definition for an Agility-Oriented SHRM suitable for an uncertain business environment. As part of this, the attributes and capabilities of the agile workforce, a series of Agility-Oriented HR Principles and a series of widely-adopted Agility-Oriented HR Practices are also empirically identified in addition to the characteristics and dimensions of an Agile HR Function