The moderating effects of organisational culture on the relationship between knowledge sharing and It risk management success

N. Azizi, B. Rowlands, Frank U. (Editor), Kautz K. (Editor), Bednar P.M. (Editor)

Research output: Contribution to conferencePaperpeer-review

Abstract

The concept of IT risk management (IT-RM) success is an important topic in IS research due to high levels of uncertainty and threats, which negatively influence the performance of IT projects. In this paper we develop an IT-RM success model based on Hofstede et al.'s (1990) framework involving five dimensions of culture. Each cultural dimension is described in terms of how it relates to the concept of knowledge sharing (KS) among organisation members and the successful implementation of IT-RM. Our contribution is to illustrate the utility of Hofstede et al.'s (1990) framework by linking the five general cultural dimensions into an organisation's KS to propose a model of successful IT-RM implementation. Specifically, the aim of this study is to explore the roles of potential and realised KS cultures in IT-RM success. By doing so we present a necessary step in developing the concept of KS culture and moving towards a more comprehensive framework based on systemic empirical research. © 26th European Conference on Information Systems: Beyond Digitization - Facets of Socio-Technical Change, ECIS 2018. All Rights Reserved.
Original languageEnglish
Publication statusPublished - 2018
Event26th European Conference on Information Systems, ECIS 2018 - , United Kingdom
Duration: 23 Jun 201828 Jun 2018
http://ecis2018.eu/

Conference

Conference26th European Conference on Information Systems, ECIS 2018
CountryUnited Kingdom
Period23/06/1828/06/18
Internet address

Keywords

  • Conceptual Research/Study
  • IT risk management
  • Knowledge Sharing
  • Organisational Culture
  • Information systems
  • Information use
  • Knowledge management
  • Conceptual research
  • Cultural dimensions
  • Empirical research
  • IT risk managements
  • Knowledge-sharing
  • Moderating effect
  • Organisational culture
  • Success models
  • Risk management

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