Studies
6 studies · CSV
- Defining organisational information security culture—Perspectives from academia and industry Veiga et al. (2020). Computers & Security, 92, 101713 Combines a scoping review with a 512-respondent industry survey to define information security culture, identifying 5 external and 20 internal influencing factors. Academic definitions were much broader than industry's, and strong cultures were linked to mutual trust and integrity.
- Conditions for intuitive expertise: A failure to disagree Kahneman & Klein (2009). American Psychologist, 64(6), 515-526 A skeptic of intuition (heuristics-and-biases) and a champion of it (naturalistic decision making) agree that intuitive judgments can be trusted only when the environment is regular enough to be learnable and the person has had lots of practice with rapid, clear feedback.
- Wisecrackers: A theory-grounded investigation of phishing and pretext social engineering threats to information security Workman (2008). Journal of the American Society for Information Science and Technology, 59(4), 662-674 Drawing on marketing-persuasion theory, a field study tested whether the factors that make marketing campaigns work also explain who falls for phishing and pretext phone attacks, and found that they do: dispositional factors tied to persuasion predicted victimization.
- Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being Ryan & Deci (2000). American Psychologist, 55(1), 68-78 Reviewing research on self-determination theory, the authors argue that people's intrinsic motivation and internalization of rules depend on meeting three basic needs: competence, autonomy and relatedness. Controlling environments undermine these needs and motivation, while supportive ones foster them.
- Psychological Safety and Learning Behavior in Work Teams Edmondson (1999). Administrative Science Quarterly, 44(2) Introduces team psychological safety: a shared belief that it is safe to take interpersonal risks. Psychological safety, not team efficacy, was associated with learning behavior such as seeking feedback and discussing errors, and learning behavior mediated the link to team performance.
- Self-efficacy: Toward a unifying theory of behavioral change Bandura (1977). Psychological Review, 84(2), 191-215 People's expectations that they can successfully perform a behavior determine whether they try, how hard they work and how long they persist. These efficacy beliefs are built mainly through actual successful performance, and also through watching others, verbal persuasion and emotional arousal.