Organizational Adoption of Information Security Solutions

How Customer Demand Reactions Impact Technology Innovation and Security

Innovation is a very important concern for both managers and governmental policy makers. There is an important interplay between security and technology innovation that is largely unrecognized in the literature. This research considers the case where technology innovation in the form of additional product features increases demand through greater functionality. However, the likelihood of a security breach increases with the number of product features as the features interact in unintended ways, thereby increasing the attack surface. Using a two-stage game, we demonstrate how potential demand changes (from direct risk or externalities) impact firm technology innovation strategy. The analysis shows that the type and extent of customer demand reaction has a significant impact on innovative feature development. This research identifies two potential impacts on the level of innovation that can be strategically managed - the impact of externalities on demand and industry risk - explaining how these forces alter the level of innovation in the product ecosystem. Additionally, high-security development is disincentivized, and leads to a type of competitive behavior where the opportunity window for high-security development for all firms is small.

Trusted Execution Environments: Applications and Organizational Challenges

A lack of trust in the providers is still a major barrier to cloud computing adoption – especially when sensitive data is involved. While current privacy-enhancing technologies, such as homomorphic encryption, can increase security, they come with a considerable performance overhead. As an alternative Trusted Executing Environment (TEE) provides trust guarantees for code execution in the cloud similar to transport layer security for data transport or advanced encryption standard algorithms for data storage. Cloud infrastructure providers like Amazon, Google, and Microsoft introduced TEEs as part of their infrastructure offerings. This review will shed light on the different technological options of TEEs, as well as give insight into organizational issues regarding their usage.

Bring Your Own Device (BYOD) as reversed IT adoption: Insights into managers' coping strategies

The adoption of Bring Your Own Device (BYOD), initiated by employees, refers to the provision and use of personal mobile devices and applications for both private and business purposes. This bottom-up phenomenon, not initiated by managers, corresponds to a reversed IT adoption logic that simultaneously entails business opportunities and threats. Managers are thus confronted with this unchosen BYOD usage by employees and consequently adopt different coping strategies. This research aims to investigate the adaptation strategies embraced by managers to cope with the BYOD phenomenon. To this end, we operationalized the coping model of user adaptation (CMUA) in the organizational decision-making context to conduct a survey addressing 337 top managers. Our main results indicate that the impact of the CMUA constructs varies according to the period (pre- or post-implementation). The coping strategies differ between those who have already implemented measures to regulate BYOD usage and those who have not. We contribute to theory by integrating the perception of BYOD-related opportunities and threats and by shedding light on the decisional processes in the adoption of coping strategies. The managerial contributions of this research correspond to the improved protection of corporate information and the maximization of BYOD-related benefits.