Chapter 4: Findings and Analysis<\/p>\n
This chapter presents the results of the literature review process and the thematic analysis of the results. <\/p>\n
Results<\/p>\n
The systematic literature review adhered to the \u201cPreferred Reporting Items for Systematic Reviews and Meta-Analyses\u201d statement, also abbreviated as PRISMA, as illustrated by Liberati et al. (2009). I presented the steps listed by PRISMA in the previous chapter for gathering data, such as the identification phase, a screening phase, and eligibility phase, and included a phase to collect data on the secondary sources needed to complete this research. <\/p>\n
I searched research database of academic and grey literature and found 2,466 articles (Table XX below). After, the articles were screened for eligibility, relevance, and inclusivity, twenty-five articles remained. <\/p>\n
concluded that the ten should be used to inform and discuss the research problem and topic. <\/p>\n
What does this mean? Did you only use 10 articles for your thematic analysis?<\/p>\n
The table below shows how the results were obtained from the searches of the different sets of keywords across the various databases. The databases that were searched include ACM Digital Library, EBSCO, ProQuest, JSTOR, ScienceDirect, SAGE, CISO, State this in full and explain why this was chosen. Include the URL too. Scopus, and Taylor and Francis. Explain the grey literature search process.<\/p>\n
Key words<\/p>\n
ACM DL<\/p>\n
EBSCO<\/p>\n
Pro<\/p>\n
Quest<\/p>\n
JSTOR<\/p>\n
Science<\/p>\n
Direct<\/p>\n
SAGE<\/p>\n
CISO<\/p>\n
Scopus<\/p>\n
Taylor & Francis<\/p>\n
Total<\/p>\n
Cybersecurity and employee* AND (implementation OR training OR coordination)<\/p>\n
533<\/p>\n
93<\/p>\n
75<\/p>\n
49<\/p>\n
359<\/p>\n
6<\/p>\n
32<\/p>\n
97<\/p>\n
11<\/p>\n
1255<\/p>\n
Cybersecurity and employee* AND (awareness OR motivation OR participation OR compliance)<\/p>\n
546<\/p>\n
66<\/p>\n
72<\/p>\n
45<\/p>\n
342<\/p>\n
5<\/p>\n
25<\/p>\n
103<\/p>\n
7<\/p>\n
1211<\/p>\n
Total<\/p>\n
1079<\/p>\n
159<\/p>\n
147<\/p>\n
94<\/p>\n
701<\/p>\n
11<\/p>\n
57<\/p>\n
200<\/p>\n
18<\/p>\n
2466<\/p>\n
Explanation<\/p>\n
As illustrated in Chapter 3, four steps were used to identify the articles that were used for the study. The steps include identifying the articles, screening, screening for eligibility, and inclusivity. In the identification phase, the researcher searched for articles that included the targeted keywords (listed in the table above), that focused on employee participation in cybersecurity implementation programs. A total of 2,466 articles were found. Does this include the grey literature articles?<\/p>\n
In the next step (screening), I checked all the articles for duplicates and removed them. About Exact number please 1,700 were removed, leaving 766 articles. After duplicate screening, a total of 366 articles Please clarify. I do not understand the numbers here and in the diagram below. that I had to move to the next reviewing phase. The third important step was checking for eligibility. Eligibility screening looked at factors such as the year of publication, topic, and the quality of the article, in terms of whether they were peer-reviewed and from scholarly sources. 351 articles were deemed to be not eligible, Provide some examples of articles that were found to be not eligible and explain why. leaving a total of 25 articles. Examples of articles that were excluded include:<\/p>\n
Anwar et al. (2021): This article is about cybersecurity threats that emanate from human factors. The article was deemed ineligible because it does not explain how employees can participate in the design and implementation of organizational cybersecurity programs. Instead, its focus is on how employment status affects the perception of cybersecurity threats. <\/p>\n
NICEWG (2018): The article on underperformance management acknowledges that improved training and employee collaboration during cybersecurity program implementation could help improve compliance. However, it is a conceptual and non-peer-reviewed article with no original data that summarises the content of academic research articles. <\/p>\n
I chose articles published between January 2000 and May 2022 for the review. Did you choose a time period for the search? For example, did you select the last ten or twenty years?<\/p>\n
The diagram below summarises the search process through which the final 25 articles were selected. These articles are listed in Appendix A. Make a table with these 25 articles and put them in an appendix. The columns for the table should be: Number\/Authors\/Title\/Journal\/Year\/Key concepts and theories\/Data\/Method\/Theme<\/p>\n
Grey literature articles identified = 400<\/p>\n
Grey literature articles identified = 400<\/p>\n
Articles identified after searching online websites = 2466<\/p>\n
Articles identified after searching online websites = 2466<\/p>\n
The number of articles eliminated after duplicates were checked=1700<\/p>\n
The number of articles eliminated after duplicates were checked=1700Screening<\/p>\n
Number of articles excluded after screening= 400<\/p>\n
Number of articles excluded after screening= 400<\/p>\n
Number of articles screened =766 <\/p>\n
Number of articles screened =766 <\/p>\n
The number of articles excluded for not meeting eligibility requirements = 351<\/p>\n
The number of articles excluded for not meeting eligibility requirements = 351<\/p>\n
Number of complete articles screened for eligibility = 376<\/p>\n
Number of complete articles screened for eligibility = 376Eligibility <\/p>\n
The number of grey and academic articles included in qualitative analysis = 15<\/p>\n
The number of grey and academic articles included in qualitative analysis = 15Include<\/p>\n
The number of articles used or included in quantitative analysis = 8<\/p>\n
The number of articles used or included in quantitative analysis = 8<\/p>\n
Adapted from: Liberati et al. (2009)<\/p>\n
Can you make the diagram in PowerPoint, save it as an image, and then paste\/import it here? It will look better.<\/p>\n
Descriptive Analysis<\/p>\n
Before you do the thematic analysis, do a descriptive analysis- do a timeline graph (number of articles per year), do a table of the journals where the articles are from and the authors, and so on. Also, discuss the theories, data etc used in the papers.<\/p>\n
Key Themes<\/p>\n
After the articles were selected, they were thematically analysed. Don\u2019t jump straight into the final tables. You need to provide a chain of evidence. Explain what you did here- how you coded the articles, how you combined the codes, and so on.<\/p>\n
The final themes and their explanations are presented below.<\/p>\n
Theme 1: Employee collaboration<\/p>\n
According to Hornberger & Charles (2021), workers taking part in the administrating, designing, and implementation of cybersecurity monitoring systems help increase employee compliance and acceptance. Moreover, thoughtful design with workers in mind also raises worker compliance and acceptance of cybersecurity policies. In addition, workers offer valuable input or contributions that assist institutions in personalizing and customizing cybersecurity needs for organizations and clients.<\/p>\n
As illustrated by Reeves et al. (2021), cybersecurity training, education, and advice burnout can result in cybersecurity fatigue which may make employees engage in activities that do not comply with cybersecurity policies. However, engaging employees and establishing their problems as far as cybersecurity compliance is concerned could result in increased acceptance, increased compliance, and decreased fatigue.<\/p>\n
Instead of a table, make each theme a sub-section, like what I did above.<\/p>\n
Themes<\/p>\n
Impact\/Explanation<\/p>\n
Articles\/Authors\/References<\/p>\n
According to Hornberger & Charles (2021), workers taking part in the administrating, designing, and implementation of cybersecurity monitoring systems help increase employee compliance and acceptance. Moreover, thoughtful design with workers in mind also raises worker compliance and acceptance of cybersecurity policies. In addition, workers offer valuable input or contributions that assist institutions in personalizing and customizing cybersecurity needs for organizations and clients.<\/p>\n
As illustrated by Reeves et al. (2021), cybersecurity training, education, and advice burnout can result in cybersecurity fatigue which may make employees engage in activities that do not comply with cybersecurity policies. However, engaging employees and establishing their problems as far as cybersecurity compliance is concerned could result in increased acceptance, increased compliance, and decreased fatigue. <\/p>\n
Hornberger & Charles (2021), Reeves et al. (2021), Lamont (2021)<\/p>\n
Training and Development, training to improve compliance, training to increase awareness, training to improve cybersecurity skills<\/p>\n
As ascertained by Puhakainen & Siponen (2010), information security, also abbreviated as IS in companies, can be quickly accomplished through improving IS training as well as IS awareness among the employees. The security awareness and education include the instructions as well as information offered to all employees of an institution so as to enhance them to achieve their roles securely. The article says that security awareness assists employees in noticing potential risks as well as security threats that are threatening the information assets of a company, how the threats can take place, and the manner in which to handle the information securely. Furthermore, the author says that the training of employees is also crucial to information security compliance. Moreover, training and educating users require to be customized based on the functional background, such as training for technical users, managerial users, and general users. Finally, training and educating employees could also limit or decrease insider threats. <\/p>\n
J\u00f6nk\u00f6ping (2017) states that to optimise workers’ compliance with the information security rules, the IS communication procedure must be implemented with the help of IS cybersecurity training or education of the employees. The finding by the author state that cybersecurity compliance education needs to adopt training techniques that enable employees to systematically cognate the processing of information. In addition, successful training needs to regard the employees’ previous knowledge about information security compliance policies. <\/p>\n
According to Reddy & Dietrich (2017), for companies to effectively tackle cybersecurity threats, it is a must for them to accomplish greater end-user cybersecurity compliance. Training employees about cybersecurity is one of the sure methods to improve employee compliance habits. Education can for sure influence and impact compliance on any of the three causal routes: through raising cybersecurity awareness, improving cybersecurity skills and proficiency, and finally, raising or increasing cybersecurity efficacy. <\/p>\n
Chin et al. (2019) say that organizations tend to carry out cybersecurity education and phishing testing to combat co-opting and negligence successfully. In most cases, the training concentrates on improving employees’ behavior, such as best cybersecurity practices and procedures, and fails to consider beliefs and attitudes. Targeted interventions like training as well as communication on cybersecurity compliance assist workers in realizing the need for cyber-hygiene. In addition, support from top executives is essential to accomplishing employee buy-in. <\/p>\n
Chen & Chen (2017) state that information security policy awareness is explained as workers’ understanding and knowledge of the requirements highlighted by a firm’s information security measures as well as the objectives of the highlighted requirements. It can also comprise the understanding and knowledge of employees regarding all the issues associated with the information security, cybersecurity, and its ramifications. The authors have established that previous studies have investigated the impacts of employees’ awareness of cybersecurity on the level of compliance through its effects on the security visibility. Employees’ awareness is achieved through training and education of the workers regarding the need to comply, behaviors that enhance cybersecurity, and all the policy requirements of the cybersecurity programs. Engaging employees through training and creating awareness can effectively increase their participation and compliance with the cybersecurity policies. The author also established that enhancing security visibility is a crucial element influencing workers’ intentions to adhere to cybersecurity policies. Moreover, the study also established that there is a direct effect of employee awareness of security countermeasures on the misuse of the information systems and applications. Involving employees in cybersecurity designing and implementation helps create awareness and so develop a positive attitude toward complying with the cybersecurity measures and policies. <\/p>\n
Puhakainen & Siponen, (2010)<\/p>\n
J\u00f6nk\u00f6ping (2017)<\/p>\n
Reddy & Dietrich (2017)<\/p>\n
Chinn et al. (2019)<\/p>\n
Chen & Chen (2017), Khando et al. (2021)<\/p>\n
Dickson (2018)\u00b8 Makeri (2019), Ergen et al. (2021). <\/p>\n
Empowerment<\/p>\n
Majid et al. (2021) stated that institutional support by empowering workers and emotionally and financially backing their programs results in greater employee involvement and efficient cybersecurity implementation. Supporting workers’ diverse thinking and creativity promotes employees to explore and experiment with cybersecurity and information security systems, assisti9ng in improvisation and improvement of the programs. Organizational support also motivates employees to provide timely feedback while also carrying out the analysis of distinct aspects to identify gaps, enhancing effective cybersecurity implementation. For instance, when a firm obtains a cybersecurity application, an institution that promotes the innovation of the workers encourages them further to adapt to the firm’s macro and micro-environmental needs as well as operational needs. <\/p>\n
Batchelor (2019) states that workers’ buy-in for the information security process can be enhanced when an organization provides an atmosphere that develops trust and creates relationships between employees and management. When workers understand and develop trust towards management in need of cybersecurity compliance, they change their behaviors positively and begin complying with the cybersecurity measures and policies. <\/p>\n
Batchelor (2019)<\/p>\n
Majid et al. (2021)<\/p>\n
Motivation<\/p>\n
Winkfield (2019), strong as well as relevant leadership is said to serve a crucial role in accomplishing operational effectiveness. Moreover, appropriate leadership tends to help boost or improve the motivation of workers as well as instill an organisational culture in a company. Strong leadership is stated to help guide groups or teams by motivating them to adhere to cybersecurity and information security policies. Once the management has already established key cybersecurity goals and procedures, leadership, particularly in dynamic settings, is required to establish motivation, direction, and alignment of employees to accomplish a common objective. As far as information security is concerned, the behaviors and attitudes of the employees serve an important role in employing protective information tools and technologies. In addition, extrinsic and intrinsic elements of behavior and attitude promote security compliance. The research established that leadership behaviors that motivate workers in the cybersecurity implementation programs tend to impact employees’ behaviors and attitudes toward compliance directly. Moreover, studies also indicate that the motivational and persuasive behaviors of managers and leaders impact workers to adhere to the information security policies and measures. <\/p>\n
Sikolia & Byros (2016) explicate that organizations can work together or engage employees in establishing motivational strategies that could help employees increase information security compliance. For example, without adequate employee engagement, company managers can develop motivational strategies that are not relevant or impactful to workers, like increasing their salaries when employees prefer training and involvement in each stage as the motivational elements when implementing cybersecurity programs. Thus, motivating workers to take part in cybersecurity systems and applications’ designs and implementations, firms need to know the appropriate ways to motivate them adequately. Furthermore, organizations can effectively ensure their employees participate in the design and implementation of the information security by providing workers with both extrinsic and intrinsic rewards, which develop material and inner satisfaction, which increases participation as demonstrated by actions like wellness to provide complete planning as well as feedback and also completing their tasks on time and effectively. Thus, sufficient motivation of workers increases their involvement and participation in information security and cybersecurity initiatives.<\/p>\n
Sikolia & Byros (2016)<\/p>\n
Winkfield (2019), Lahcen et al. (2020). Hong et al. (2021), Li et al. (2022), Bulgurcu, et al. (2010), Fischer et al (2019)<\/p>\n
Coordination<\/p>\n
Osifo (2013) explains that much previous research has been able to justify the fact that cooperation and coordination of employees results in better inter-group and interpersonal relationships since they develop advanced ways of handling issues that arise from cross-cultural intra-link that exist among employees of an organization. Coordination is essential because it results in improved performance. Efficient and effective coordination in different administration and management levels, such as management of cybersecurity programs, tends to lead to cohesion and common results as coordination is a technique that brings distinct components and elements or even people together. Each activity, including implementing programs, needs the coordination of distinct functions and between organizations to prevent unintended losses and complexities. Coordination results in a social network, which is essential in an organization as it develops trust since coordination builds a network through which institutional performance is achieved and understood. Performance in institutions or firms cannot be easily realized unless the differentiated functions and people are aligned together with the common purpose. The core element which enhances institutional performance and competitiveness is trust, which is developed by the coordination. <\/p>\n
Osifo (2013), Dawson & Thomson (2018), Tu & Yuan, (2014)<\/p>\n
The themes are very similar to those listed in Chapter 2. Did you find anything new?<\/p>\n
Chapter Summary<\/p>\n
The chapter presented the findings of systematically reviewing existing literature on how effective organizations can ensure their employees can take part in cybersecurity design and implementation. The report starts by conducting the systematic literature reviews technique such as identification, screening, and eligibility test and includes articles for quantitative and qualitative. In the identification phase, I searched keywords such as cybersecurity employee participation, training, employee empowerment, employee coordination, employee collaboration, cybersecurity compliance, and cybersecurity design and implementation programs. I was able to identify 60 pieces of academic as well as grey literature that talked about the topic of the research. I moved to the screening phase where I eliminated those that were duplicated before I tested for eligibility of the articles. I included articles that were published in 2010 and above and those that had texts of more than ten pages. This wasn\u2019t mentioned above! I also checked for publication bias when testing for the eligibility of the articles. Finally, I had 12 articles I thought you found 25 articles?? included for qualitative and quantitative analysis. After that, the report analyzed the articles selected based on their publication timelines and finalized by providing the themes, impact and explanation, and the list of the references selected for the study. Therefore, organisations can increase efficacy through more employee participation and collaboration.\u00a0<\/p>\n
References<\/p>\n
Anwar, M., He, W., Yuan, X. (2021). Employment Status and Cybersecurity Behaviors. IEEE, 2(1), pp. 1-3. DOI: 10.1109\/BESC.2016.7804493.<\/p>\n
Batchelor, K. (2019, July 17). Council post: Six methods for improving employee cybersecurity compliance. Forbes. Retrieved April 30, 2022, from https:\/\/www.forbes.com\/sites\/forbestechcouncil\/2019\/07\/17\/six-methods-for-improving-employee-cybersecurity-compliance\/ <\/p>\n
Bulgurcu, Cavusoglu, & Benbasat. (2010). Information security policy compliance: An empirical study of rationality-based beliefs and information security awareness. MIS Quarterly, 34(3), 523. https:\/\/doi.org\/10.2307\/25750690 <\/p>\n
Chen, X., Chen, L., & Wu, D. (2016). Factors that influence employees’ Security Policy Compliance: An awareness-motivation-capability perspective. Journal of Computer Information Systems, 58(4), 312\u2013324. https:\/\/doi.org\/10.1080\/08874417.2016.1258679 <\/p>\n
Dawson, J., & Thomson, R. (2018). The future cybersecurity workforce: Going beyond technical skills for successful Cyber Performance. Frontiers in Psychology, 9, 744\u2013754. https:\/\/doi.org\/10.3389\/fpsyg.2018.00744 Wrong font<\/p>\n
Dickson, K. (2018, September 18). Council post: Seven ways to gain employee compliance on cybersecurity procedures. Forbes. Retrieved May 8, 2022, from https:\/\/www.forbes.com\/sites\/forbestechcouncil\/2018\/09\/18\/seven-ways-to-gain-employee-compliance-on-cybersecurity-procedures\/?sh=666940c3135b <\/p>\n
Ergen, A., Unal, A., Saygili, M (2021). Is It Possible to Change the Cyber Security Behaviours of Employees? Barriers and Promoters. Academic Journal of Interdisciplinary Studies, 10(4), 1-15. DOI: https:\/\/doi.org\/10.36941\/ajis-2021-0111 Wrong font<\/p>\n
Fischer, C., Malycha, C. P., & Schafmann, E. (2019). The influence of intrinsic motivation and synergistic extrinsic motivators on creativity and innovation. Frontiers in Psychology, 10, 1\u201315. https:\/\/doi.org\/10.3389\/fpsyg.2019.00137<\/p>\n
Hong, Y., & Xu, M. (2021). Autonomous Motivation and Information Security Policy Compliance. Journal of Organizational and End User Computing, 33(6), 1\u201317. https:\/\/doi.org\/10.4018\/joeuc.20211101.oa9 <\/p>\n
Hornberger , H., & Charles , R. (2021, July 21). Encouraging Employee Buy-In for Cybersecurity Monitoring Programs: A Social Influence Perspective. ProQuest. Retrieved April 1, 2022, from https:\/\/www.proquest.com\/openview\/32f07be2bb0c9b433c8c58c05fd5b131\/1?pq-origsite=gscholar&cbl=18750&diss=y <\/p>\n
this is a PhD dissertation, so it should not be referenced in this way. Look here: https:\/\/aut.ac.nz.libguides.com\/APA6th\/theses<\/p>\n
J\u00f6nk\u00f6ping (2017). Implementation of information security policies in public organizations: Top management as a success factor. https:\/\/www.diva-portal.org\/smash\/get\/diva2:1154975\/FULLTEXT01.pdf <\/p>\n
Lamont, G. (2021, September 10). The engagement effect: A ciso’s guide to securing hybrid workplace networks. Security Magazine RSS. Retrieved May 8, 2022, from https:\/\/www.securitymagazine.com\/articles\/96062-the-engagement-effect-a-cisos-guide-to-securing-hybrid-workplace-networks <\/p>\n
Liberati A, Altman, D., Tetzalaff, J., Murlow, C., Loannidis, J., Devereaux, P., Kleijnen, J., & Moher, D. (2009). The PRISMA Statement for Reporting Systematic Reviews and Meta-Analyses of Studies that Evaluate Health Care Interventions: Explanation and Elaboration. PLOS Medicine . Add the URL<\/p>\n
Maalem Lahcen, R. A., Caulkins, B., Mohapatra, R., & Kumar, M. (2020). Review and insight on the behavioral aspects of cybersecurity. Cybersecurity, 3(1). https:\/\/doi.org\/10.1186\/s42400-020-00050-w <\/p>\n
Makeri, Y. A. (2019). The effectiveness of cybersecurity compliance in a corporate organization in Nigeria. International Journal on Recent and Innovation Trends in Computing and Communication, 7(6), 16\u201319. https:\/\/doi.org\/10.17762\/ijritcc.v7i6.5312 <\/p>\n
NICEWG. (2018). Cybersecurity is Everyone’s Job. https:\/\/www.nist.gov\/system\/files\/documents\/2018\/10\/15\/cybersecurity_is_everyones_job_v1.0.pdf<\/p>\n
Osifo, O. (2013). The Effects of Coordination on Organizational Performance: An Intra and Inter Perspective. Asian Journal of Business and Management, 1(4), 1\u201315. <\/p>\n
Puhakainen, & Siponen. (2010). Improving employees’ compliance through Information Systems Security training: An action research study. MIS Quarterly, 34(4), 757\u2013778. https:\/\/doi.org\/10.2307\/25750704<\/p>\n
Sikolia, D., & Biros, B. (2016). Motivating employees to comply with information security policies. Journal of the Midwest Association for Information Systems, 6(2), 7\u201325. https:\/\/doi.org\/10.17705\/3jmwa.00018<\/p>\n
Reddy, D., & Dietrich, G. (2017). Cybersecurity Training and the End-User: Pathways to Compliance. Journal of The Colloquium for Information System Security Education (CISSE), 5(1), 1\u201324. <\/p>\n
Reeves, A., Delfabbro, P., & Calic, D. (2021). Encouraging employee engagement with cybersecurity: How to tackle Cyber Fatigue. SAGE Open, 11(1), 215824402110000. https:\/\/doi.org\/10.1177\/21582440211000049 <\/p>\n
Winkfield, M. (2019). Information Systems Security Leadership: An Empirical Study of Behavioral Influences of Leaders on Employees’ Security Compliance. Doctoral dissertation. Nova Southeastern University.<\/p>\n
Tu, Z., & Yuan, Y. (2014, September 14). Critical Success Factors Analysis on Effective Information Security Management: A Literature Review. http:\/\/citeseerx.ist.psu.edu\/viewdoc\/download?doi=10.1.1.819.6637&rep=rep1&type=pdf. Retrieved April 1, 2022. Wrong font<\/p>\n","protected":false},"excerpt":{"rendered":"
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