Underlying causes of commercial bank failures in the 1980s

An examination of the contributions of economic and managerial factors to commercial bank failures in the 1980s.Bank failures

Total quality management in higher education: an evaluation of the impact of assessment and audit on the quality of teaching and learning in the Scottish Universities

Abstract available: p. i-ii

Towards using pervasive information security education to influence information security behaviour in undergraduate computing graduates

Information security has become increasingly important and is far more than a collection of physical and technical controls. It is widely cited in literature that humans are potentially the ‘weakest link’ when it comes to information security, whether intentionally or unintentionally. For information security to be truly effective, the behaviour and actions of users, with regard to information security, should become part of their daily activities and, ultimately, part of an information security culture. Therefore, it could be argued that graduates entering the employment of an organisation should be aware and properly educated with regard to information security and its related practices. This information security awareness and education should, preferably, be a part of their formalized studies. This is particularly important for those graduates with computing qualifications as they could play a vital role in ensuring the protection of an organisation’s information assets. This paper motivates the need for the implementation of pervasive information security education in computing undergraduate curricula, which could positively influence the information security behaviour of computing graduates. This research is based on a literature study

Soluble Fermentable Dietary Fibre (Pectin) Decreases Caloric Intake, Adiposity and Lipidaemia in High-Fat Diet-Induced Obese Rats

Funding: This work was funded by the Scottish Government Rural and Environment Science and Analytical Services Division. The funders had no role in study design, data collection and analysis, decision to publish, or preparation of the manuscript.Peer reviewedPublisher PD

Dose-dependent effects of a soluble dietary fibre (pectin) on food intake, adiposity, gut hypertrophy and gut satiety hormone secretion in rats

Acknowledgments We thank Donna Wallace and Animal House staff at the Rowett Institute of Nutrition and Health for the daily care of experimental rats and for the body weight, food intake and MRI measurements.Peer reviewedPublisher PD

MISSTEV : model for information security shared tacit espoused values

One of the most critical assets in most organisations is information. It is often described as the lifeblood of an organisation. For this reason, it is vital that this asset is protected through sound information security practices. However, the incorrect and indifferent behaviour of employees often leads to information assets becoming vulnerable. Incorrect employee behaviour could have an extremely negative impact on the protection of information. An information security solution should be a fundamental component in most organisations. It is, however, possible for an organisation to have the most comprehensive physical and technical information security controls in place, but the operational controls, and associated employee behaviour, have not received much consideration. Therefore, the issue of employee behaviour must be addressed in an organisation to assist in ensuring the protection of information assets. The corporate culture of an organisation is largely responsible for the actions and behaviour of employees. Therefore, to address operational information security controls, the corporate culture of an organisation should be considered. To ensure the integration of information security into the corporate culture of an organisation, the protection of information should become part of the way the employees conduct their everyday tasks – from senior management, right throughout the entire organisation. Therefore, information security should become an integral component of the corporate culture of the organisation. To address the integration of information security into the corporate culture of an organisation, a model was developed which depicted the learning stages and modes of knowledge creation necessary to transform the corporate culture into one that is information security aware

Integrating information security into corporate culture

Introduction: There are many components that are required for an organisation to be successful in its chosen field. These components vary from corporate culture, to corporate leadership, to effective protection of important assets. These and many more contribute to the success of an organisation. One component that should be a definitive part in the strategy of any organisation is information security. Information security is one of the fastest growing sub-disciplines in the Information Technology industry, indicating the importance of this field (Zylt, 2001, online). Information security is concerned with the implementation and support of control measures to protect the confidentiality, integrity and availability of electronically stored information (BS 7799-1, 1999, p 1). Information security is achieved by applying control measures that will lessen the threat, reduce the vulnerability or diminish the impact of losing an information asset. However, as a result of the fact that an increasing number of employees have access to information, the protection of information is no longer only dependent on physical and technical controls, but also, to a large extent, on the actions of employees utilising information resources. All employees have a role to play in safeguarding information and they need guidance in fulfilling these roles (Barnard, 1998, p 12). This guidance should originate from senior management, using good corporate governance practices. The effective leadership resulting from good corporate governance practices is another component in an organisation that contributes to its success (King Report, 2001, p 11). Corporate governance is defined as the exercise of power over and responsibility for corporate entities (Blackwell Publishers, 2000, online). Senior management, as part of its corporate governance duties, should encourage employees to adhere to the behaviour specified by senior management to contribute towards a successful organisation. Senior management should not dictate this behaviour, but encourage it as naturally as possible, resulting in the correct behaviour becoming part of the corporate culture. If the inner workings of organisations are explored it would be found that there are many hidden forces at work that determine how senior management and the employees relate to one another and to customers. These hidden forces are collectively called the culture of the organisation (Hagberg Consulting Group, 2002, online). Cultural assumptions in organisations grow around how people in the organisation relate to each other, but that is only a small part of what corporate culture actually covers (Schein, 1999, p 28). Corporate culture is the outcome of all the collective, taken-for-granted assumptions that a group has learned throughout history. Corporate culture is the residue of success. In other words, it is the set of procedures that senior management and employees of an organisation follow in order to be successful (Schein, 1999, p 29). Cultivating an effective corporate culture, managing an organisation using efficient corporate governance practices and protecting the valuable information assets of an organisation through an effective information security program are, individually, all important components in the success of an organisation. One of the biggest questions with regard to these three fields is the relationship that should exist between information security, corporate governance and corporate culture. In other words, what can the senior management of an organisation, using effective corporate governance practices, do to ensure that information security practices become a subconscious response in the corporate culture?

Integrating information security into corporate culture

Introduction: There are many components that are required for an organisation to be successful in its chosen field. These components vary from corporate culture, to corporate leadership, to effective protection of important assets. These and many more contribute to the success of an organisation. One component that should be a definitive part in the strategy of any organisation is information security. Information security is one of the fastest growing sub-disciplines in the Information Technology industry, indicating the importance of this field (Zylt, 2001, online). Information security is concerned with the implementation and support of control measures to protect the confidentiality, integrity and availability of electronically stored information (BS 7799-1, 1999, p 1). Information security is achieved by applying control measures that will lessen the threat, reduce the vulnerability or diminish the impact of losing an information asset. However, as a result of the fact that an increasing number of employees have access to information, the protection of information is no longer only dependent on physical and technical controls, but also, to a large extent, on the actions of employees utilising information resources. All employees have a role to play in safeguarding information and they need guidance in fulfilling these roles (Barnard, 1998, p 12). This guidance should originate from senior management, using good corporate governance practices. The effective leadership resulting from good corporate governance practices is another component in an organisation that contributes to its success (King Report, 2001, p 11). Corporate governance is defined as the exercise of power over and responsibility for corporate entities (Blackwell Publishers, 2000, online). Senior management, as part of its corporate governance duties, should encourage employees to adhere to the behaviour specified by senior management to contribute towards a successful organisation. Senior management should not dictate this behaviour, but encourage it as naturally as possible, resulting in the correct behaviour becoming part of the corporate culture. If the inner workings of organisations are explored it would be found that there are many hidden forces at work that determine how senior management and the employees relate to one another and to customers. These hidden forces are collectively called the culture of the organisation (Hagberg Consulting Group, 2002, online). Cultural assumptions in organisations grow around how people in the organisation relate to each other, but that is only a small part of what corporate culture actually covers (Schein, 1999, p 28). Corporate culture is the outcome of all the collective, taken-for-granted assumptions that a group has learned throughout history. Corporate culture is the residue of success. In other words, it is the set of procedures that senior management and employees of an organisation follow in order to be successful (Schein, 1999, p 29). Cultivating an effective corporate culture, managing an organisation using efficient corporate governance practices and protecting the valuable information assets of an organisation through an effective information security program are, individually, all important components in the success of an organisation. One of the biggest questions with regard to these three fields is the relationship that should exist between information security, corporate governance and corporate culture. In other words, what can the senior management of an organisation, using effective corporate governance practices, do to ensure that information security practices become a subconscious response in the corporate culture?

A feasibility study of paired Continuous Glucose Monitoring (CGM) intra-partum and in the newborn in pregnancies complicated by Type 1 Diabetes

Aim: To describe the continuous glucose monitoring (CGM) profiles of type 1 diabetes (T1D) offspring in the early neonatal period and its association with maternal intrapartum glucose control. Methods: A prospective observational study of T1D pregnant women and their neonatal offspring. Women had a CGM sensor inserted 2-3 days prior to delivery. Infants had a masked CGM sensor inserted as soon as possible following delivery. Maternal glycaemic outcomes were time-in-target (70-140 mg/dL [3.9-7.8 mmol/L]), hyperglycaemia >140 mg/dL (7.8 mmol/L) and mean CGM glucose during the 24 hours preceding delivery. Neonatal outcomes included lowest recorded blood glucose concentration, and CGM measures (glucose 140 mg/dL (7.8 mmol/L), and 9 (9) % time < 70 mg/dL (3.9 mmol/L) with mean (SD) CGM glucose 113 (9) mg/dL (6.3 [0.7] mmol/L). 15 infants (93.8%) had ≥1 blood glucose concentration < 47 mg/dL (2.6 mmol/L) and five had ≥1 blood glucose concentration < 18 mg/dL (1.0 mmol/L). The mean infant CGM glucose on days 1, 2, and 3 of life was 63 (14), 67 (13), 76 (11) mg/dL (3.5 [0.8], 3.7 [0.7], and 4.2 [0.6] mmol/L). Four infants (25%) spent more than 50% time with CGM glucose levels < 47 mg/dL (2.6 mmol/L) on day 1. Conclusions: CGM detected widespread neonatal hypoglycaemia, even among mothers with good intrapartum glucose control