The value of the CIO in the top management team on performance in the case of information security breaches

2015 ◽  
Vol 18 (6) ◽  
pp. 1205-1215 ◽  
Author(s):  
Humayun Zafar ◽  
Myung S. Ko ◽  
Kweku-Muata Osei-Bryson
Keyword(s):  
Information Security ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Security Breaches

Composition of the Top Management Team and Information Security Breaches

2015 ◽  
pp. 1436-1455
Author(s):  
Carol Hsu ◽  
Tawei Wang
Keyword(s):  
Information Security ◽  
Average Length ◽  
Top Management Team ◽  
Security Management ◽  
Top Management Teams ◽  
Management Team ◽  
Top Management ◽  
Information Security Management ◽  
Security Breaches ◽  
Security Technologies

Given the multifaceted problems and complexities of information security, the manner in which top management teams make investment and management decisions regarding security technologies, policy initiatives, and employee education could have a significant impact on the likelihood of information security breaches in organizations. In the context of information security management, it is not clear from management literature regarding how the characteristics of the top management team are associated with the possibility of information security breaches. The results demonstrate that the average length and heterogeneity of tenure could increase the possibility of breaches. However, age heterogeneity and the size of the top management team are negatively related to such a possibility. In addition, the findings suggest a nonlinear association between average age and tenure and the possibility of security breaches. The authors conclude the chapter with theoretical and practical implications on the organizational and managerial aspects of information security management.

Composition of the Top Management Team and Information Security Breaches

2015 ◽  
pp. 116-134 ◽  
Author(s):  
Carol Hsu ◽  
Tawei Wang
Keyword(s):  
Information Security ◽  
Average Length ◽  
Top Management Team ◽  
Security Management ◽  
Top Management Teams ◽  
Management Team ◽  
Top Management ◽  
Information Security Management ◽  
Security Breaches ◽  
Security Technologies

Given the multifaceted problems and complexities of information security, the manner in which top management teams make investment and management decisions regarding security technologies, policy initiatives, and employee education could have a significant impact on the likelihood of information security breaches in organizations. In the context of information security management, it is not clear from management literature regarding how the characteristics of the top management team are associated with the possibility of information security breaches. The results demonstrate that the average length and heterogeneity of tenure could increase the possibility of breaches. However, age heterogeneity and the size of the top management team are negatively related to such a possibility. In addition, the findings suggest a nonlinear association between average age and tenure and the possibility of security breaches. The authors conclude the chapter with theoretical and practical implications on the organizational and managerial aspects of information security management.

The Association between Top Management Involvement and Compensation and Information Security Breaches

2012 ◽  
Vol 27 (1) ◽  
pp. 219-236 ◽  
Author(s):  
Juhee Kwon ◽  
Jackie Rees Ulmer ◽  
Tawei Wang
Keyword(s):  
Information Security ◽  
Stock Options ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Multiple Sources ◽  
Security Breaches ◽  
Pay Differences ◽  
It Executives ◽  
Shed Light

ABSTRACT This paper examines how an information technology (IT) executive's position in a top management team and how his/her compensation are associated with the likelihood of information security breaches. Using a sample drawn from multiple sources in the period from 2003 to 2008, we show that an IT executive's involvement in the top management team is negatively related to the possibility of information security breaches. We also find that the amount of behavior-based (i.e., salary) compensation and the pay differences of outcome-based (i.e., bonuses, stock awards, and stock options) compensation between IT and non-IT executives are negatively associated with the likelihood of information security breaches. Our findings shed light on how an IT executive's status in the top management team and the composition of his/her compensation can be related to a firm's IT governance mechanisms.

Examining the pull, the push, and their simultaneous effects on managerial turnover

2020 ◽  
Vol 58 (12) ◽  
pp. 2639-2654 ◽  
Author(s):  
Yoonhee Choi ◽  
Namgyoo K. Park
Keyword(s):  
Top Management Team ◽  
The United States ◽  
Management Team ◽  
Top Management ◽  
Content Type ◽  
Economic Mechanism ◽  
Positive Effects ◽  
Psychological Mechanisms ◽  
Managerial Turnover ◽  
Psychological Mechanism

PurposeThis paper aims to examine the economic and psychological mechanisms in turnover at the managerial level. The paper investigates how (1) the ease of moving posed by alternative jobs (i.e. the economic mechanism) and (2) the desire to move due to low job satisfaction (i.e. the psychological mechanism) simultaneously influence top management team (TMT) turnover and these managers' subsequent job position and pay.Design/methodology/approachUsing 25 years of panel data on more than 2,000 top managers in the United States, the paper utilizes fixed-effects logistic regressions and the ordinary least squares model to test the hypotheses.FindingsThe authors find that CEO awards (an economic mechanism) and low compensation (a psychological mechanism) independently have positive effects on turnover. Turnover due to the economic mechanism leads to a higher position and pay, whereas turnover due to the psychological mechanism does not guarantee the same outcome. Further, when examining how pay dissatisfaction influences turnover simultaneously with CEO awards, the authors find that managers with the highest pay leave their firm, and not those with the lowest pay.Originality/valueThe paper employs the pull-and-push theory in the employee turnover literature and applies it to the top management team literature. By doing so, this paper contributes original insights to how economic and psychological mechanisms simultaneously affect managerial turnover and its subsequent outcomes.

"Top Management Team Attributes, Bricolage and Ambidexterity in SMEs"

2015 ◽  
Vol 2015 (1) ◽  
pp. 14431
Author(s):  
Roxana Turturea ◽  
Justin J.P. Jansen ◽  
Ingrid Verheul
Keyword(s):  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Team Attributes
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