Agile characteristics of employees and their role in risk management

Purpose of the study: In order to survive in the face of contemporary risks, organizations are forced to initiate the evolution of employee behavior towards developing agile traits. The article, based on the concept of agility and classification of agile employee characteristics defined in the literature, aims to present the theoretical model of the behavior of agile employees in the face of organizational risk. Methodology: The model presented in the article was developed on the basis of a critical analysis of the literature in the field of agile management and risk management. Main Findings: One of the possible reactions of modern enterprises to the emergence of organizational risk is promoting employee agility. An agile employee is able to effectively anticipate problems related to the occurrence of risk, has the ability to solve problems related to the occurrence of risk. Such an employee is able to implement innovative ideas and perform his duties effectively in stressful conditions, as well as propose new procedures or processes for his area of ​​work. Applications of this study: The presented model of agile behavior of employees in the face of organizational risk is of a utilitarian nature and can be implemented in the organizational culture of various entities, including small and medium-sized enterprises. Novelty/Originality of this Study: Research originality: The article allows for a better understanding of the need to develop agile traits in employees and the possibility of using them to eliminate or minimize risks. The article may be an inspiration for further research on the role of employee agility in the enterprise.

A scale for measuring organizational risk management maturity in the supply chain

PurposeThe purpose of this research is to develop a validated general measure of supply chain risk management maturity (SCRMM) to assess organizational risk management maturity in the context of the supply chain (SC).Design/methodology/approachDimensions and statements measuring SCRMM were developed through a literature review and consultation with experts. The instrument was refined through a pilot study and a full-scale study of 140 SC managers in the USA. A final SCRMM instrument, consisting of 25 statements, was obtained through scale purification, exploratory factor analysis, reliability analysis, and confirmatory factor analysis of construct validity. Cluster analysis was conducted to characterize the organizational groupings with respect to the instrument dimensions.FindingsSCRMM was found to be comprised of the three main dimensions of SC Risk Management Orientation, Enterprise Risk Management Integration (ERMI), and SC Risk Collaboration. ERMI was found to be comprised of the three sub-dimensions of SC Risk Mitigation, Improvement of Risk Management Processes, and Organization Internal Risk Management. Cluster analysis revealed three groups characterized according to SCRMM as leaders, followers, and laggards.Research limitations/implicationsThe findings are based on a sample in the USA, so the SCRMM scale may not generalize to supply chains in other countries or geographic regions.Practical implicationsThe instrument provides a self-assessment and benchmark tool for businesses to advance their SC risk management through different stages of maturity.Originality/valueThis is a pioneering general instrument that treats risk management maturity of the organization in the context of the SC. Participants span many industries and SC positions.

Cybertime

Adversaries are advantaged in many ways when conducting cyberattacks. These advantages are often the result of the posture of the digital health defenders, in particular, the ability, or lack of the ability, of defenders to meet attacks in the time frame in which they evolve. In this chapter, the components of a cyberattack are explored, as are organizational approaches to reduce the response time to attacks through risk management. Defensive and resilience strategies that negate threat speed and optimize time are described. Organizations are directed toward engaging in organizational risk management; in part, they are directed to prioritize protection of critical data. Additionally, IT best practices and workforce development are promoted as part of the health clinic of the future.