What does security culture look like for small organizations?

The human component is a significant factor in information security, with a large numbers of breaches occurring due to unintentional user error. Technical solutions can only protect information so far and thus the human aspect of security has become a major focus for discussion. Therefore, it is important for organisations to create a security conscious culture. However, currently there is no established representation of security culture from which to assess how it can be manoeuvred to improve the overall information security of an organization. This is of particular importance for small organizations who lack the resources in information security and for whom the culture of the organization exerts a strong influence. A review of multiple definitions and descriptions of security culture was made to assess and analyse the drivers and influences that exist for security culture in small organizations. An initial representation of the factors that should drive security culture, together with those that should only influence it, was constructed. At a fundamental level these drivers are related to a formulated response to security issues rather than a reaction to it, and should reflect the responsibility allocated in a secure environment. In contrast, the influences on security culture can be grouped by communities of practice, individual awareness and organizational management. The encapsulation of potential driving and influencing factors couched in information security terms rather than behavioural science terms, will allow security researchers to investigate how a security culture can be fostered to improve information security in small organizations

Productive resistance within the public sector: exploring organisational culture

The article examines how South Korean civil servants responded to the introduction of pay for performance. Drawing upon 31 in-depth interviews with career civil servants, it identifies what became known as 1/n, a form of ‘discreet resistance’ that emerged and evolved. The analytical framework allows productive resistance to be seen as ebbing and flowing during organisational change that sees institutionalisation, deinstitutionalisation and re-institutionalisation. In understanding the cultural context of organisational resistance the contribution is three-fold. First, a nuanced definition and understanding of productive resistance. Second, it argues that productive resistance must be seen as part of a process that does not simply reflect ‘offer and counter-offer’ within the change management process. Thirdly, it identifies differences within groups and sub-cultures concerning commitment towards resistance and how these fissures contribute towards change as new interpretive schemes and justifications are presented in light of policy reformulations

Governance and sustainable development at higher education institutions

© 2020, Springer Nature B.V. Governance issues, here interpreted as the provisions of adequate policy frameworks characterized by reliability and accountability, coupled with resources to support their implementation, are known to be the basis for the implementation of sustainable development measures. This paper discusses the influence of governance in the ways sustainability is perceived and practiced in a higher education context. Apart from due considerations to the role of governance as the basis for regulation and institutional actions and management decisions, this paper reports on an empirical study undertaken in a sample of higher education institutions. This study entailed an analysis of sustainable development policies, certification, organizational structure, budget, reports, team for sustainability, staff training, and challenges for the integration of sustainability and governance. The results suggest that even though there are different opinions and attitudes on the role of governance, it is regarded as an important component in supporting efforts by higher education institutions to include considerations on sustainable development as part of their strategies

Sustainable Entrepreneurship: The Role of Perceived Barriers and Risk

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