Peering Through the Lens of High-Reliability Theory: A Competencies Driven Security Culture Model of High-Reliability Organisations

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aut.relation.endpage1238
aut.relation.issue5
aut.relation.journalInformation Systems Journal
aut.relation.startpage1212
aut.relation.volume33
dc.contributor.authorHassandoust, Farkhondeh
dc.contributor.authorJohnston, Allen C
dc.date.accessioned2023-11-27T01:54:55Z
dc.date.available2023-11-27T01:54:55Z
dc.date.issued2023-05-17
dc.description.abstractTo improve organisational safety and enhance security efficiency, organisations seek to establish a culture of security that provides a foundation for how employees should approach security. There are several frameworks and models that provide a set of requirements for forming security cultures; however, for many organisations, the requirements of the frameworks are difficult to meet, if not impossible. In this research, we take a different perspective and focus on the core underlying competencies that high-reliability organisations (HROs) have shown to be effective in achieving levels of risk tolerance consistent with the goals of a security culture. In doing so we draw on high-reliability theory to develop a Security Culture Model that explains how a firm's supportive and practical competencies form its organisational security culture. To refine and test the model, we conducted a developmental mixed-method study using interviews and survey data with professional managers involved in the information security (InfoSec) programs within their respective HROs. Our findings emphasise the importance of an organisation's supportive and practical competencies for developing a culture of security. Our results suggest that organisations' security cultures are a product of their InfoSec practices and that organisational mindfulness, top management involvement and organisational structure are key to the development of those practices.
dc.identifier.citationInformation Systems Journal, ISSN: 1350-1917 (Print); 1365-2575 (Online), Wiley, 33(5), 1212-1238. doi: 10.1111/isj.12441
dc.identifier.doi10.1111/isj.12441
dc.identifier.issn1350-1917
dc.identifier.issn1365-2575
dc.identifier.urihttp://hdl.handle.net/10292/17008
dc.languageen
dc.publisherWiley
dc.relation.urihttps://onlinelibrary.wiley.com/doi/10.1111/isj.12441
dc.rights© 2023 The Authors. Information Systems Journal published by John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.
dc.rights.accessrightsOpenAccess
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/
dc.subject46 Information and Computing Sciences
dc.subject3505 Human Resources and Industrial Relations
dc.subject35 Commerce, Management, Tourism and Services
dc.subject3507 Strategy, Management and Organisational Behaviour
dc.subject0806 Information Systems
dc.subject1503 Business and Management
dc.subjectInformation Systems
dc.subject3503 Business systems in context
dc.subject4609 Information systems
dc.titlePeering Through the Lens of High-Reliability Theory: A Competencies Driven Security Culture Model of High-Reliability Organisations
dc.typeJournal Article
pubs.elements-id507087
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