Examining the Effects of Cultural Dimensions on Deviant IS Use Behaviour in a Developing Economy Context

Information System (IS) tools and applications create opportunities for a positive digital change to all individuals and organizations in the global workplace to improve competitiveness and quality of work life. Recent studies have shown that the most problematic areas in IS security incidences are people-related factors. In this regard, employees are causing IS security risks and vulnerabilities as they use those resources, especially by exercising their legitimate and lawful rights, mainly because people are the weakest link on IS security matters. On the one hand, the effects of organizational sanctions are not always effective due to socio-cultural variabilities, and so far they have not been able to fully defend employee related IS misuse or misconduct. On the other hand, the use of neutralization techniques supports individuals to justify their deviant actions, but differently to people in different socio-cultural bases. To examine such a problem, therefore, culture as a moderator, criminological constructs and level of employees’ awareness to IS security as independent variables are employed to explain IS misuse intention in unison are proposed through a comprehensive conceptual research model. A positivist research paradigm using a cross-sectional quantitative survey data collection approach will be adapted to help empirically test the model. To validate the model and its constructs, the study will apply SEM-PLS data analysis techniques using Smart-PLS and SPSS with Amos. Finally, this study in progress discusses the potential practical and theoretical contributions and plans to provide scientific evidence based on its findings

The Impact of Organizational Culture on IS Implementation Success in Ethiopia: the Case of Selected Public and Private Organizations

Organizational Culture in firms or institutions is widely believed to affect organizational performance and the success of the information system (IS) implementation. This work in progress study investigates the relationships between organizational/corporate culture and management support with IS implementation success in selected organizations. Based on the organizational culture construct by Hofstede et al (1990) and the IS implementation success framework by Sharma and Yetton (2003), a structured questionnaire is developed and will be self administered to selected participants in the selected organizations. Specifically, the objective of the study is to examine the impact of organizational or corporate culture on IS implementation success in selected public and private organizations in Ethiopia. Relationship between management support and IS implementation success in organizations, which will be moderated by task interdependence, will also be examined. Thus the work in progress and future study of this paper contributes to the existing literature by providing a framework for IS implementation success in low-income countries like Ethiopia