Tero Vartiainen

What levels of moral reasoning and values explain adherence to information security rules? An empirical study

It is widely agreed that employee non-adherence to information security policies poses a major problem for organizations. Previous research has pointed to the potential of theories of moral reasoning to better understand this problem. However, we find no empirical studies that examine the influence of moral reasoning on compliance with information security policies. We address this research gap by proposing a theoretical model that explains non-compliance in terms of moral reasoning and values. The model integrates two well-known psychological theories: the Theory of Cognitive Moral Development by Kohlberg and the Theory of Motivational Types of Values by Schwartz. Our empirical findings largely support the proposed model and suggest implications for practice and research on how to improve information security policy compliance.

Value Co-Creation and Co-Destruction in an IS Artifact: Contradictions of Geocaching

In this paper we study how value co-creation and value co-destruction are present in an IS artifact. We apply the concept of contradiction (structural tension) to study an IS artifact, geocaching. Based on the analysis of interview data and discussion forum postings, we identified the following contradictions: i) introducing secret society to outsiders, ii) geocaching by breaking its rules, iii) experiencing nature while consuming it, iv) building community occurs with competition. These contradictions show that value co-creation and co-destruction interacts in this IS artifact. Based on the results, we propose that IS research should adopt the concepts of value co-creation and co-destruction when studying the concepts of user, user behavior, and the relationship between these and the IS artifact.

Moral conflicts perceived by students of a project course

Regardless of the popularity of project courses in computing curricula, little is researched on moral issues in these courses. The aim of this study was to increase understanding in this area by determining what students on a project course in information systems (IS) perceived as moral conflicts. Data was gathered from diaries, drawings, interviews and questionnaires, and the analysis was inspired by phenomenography. The results show that the hardest moral conflicts were confronted when a student acted in a project managers role, and that many originated in problems related to the group process. A two-dimensional structure of moral conflicts was found. The results are considered in the light of the existing literature, and implications for research and practice are presented.

Replacement of the Project Manager Reflected Through Activity Theory and Work–System Theory

Replacement of the project manager (RPM) is a known phenomenon in information systems (IS) projects, but scant attention is given to it in the project management or IS literature. Given its critical effects on the project business, the organization, the project team, and the project manager, it should be studied in more depth. We identified factors which make RPM occurrences inherently different and we show that work-system theory and activity theory give comprehensive lenses to advance research on RPM. For the future research on RPM we identified three objectives: experiences on RPM, process model for RPM, and organizational culture’s influence on RPM occurrences.

Continuous Requirements Risk Profiling in Information Systems Development

With the increasing adoption of agile, lean, and iterative development methods, information systems development (ISD) has become continuous, meaning that system development moves rapidly from release to release. This means that work practices and challenges that practitioners face have changed. Despite these changes, requirements development is still critical in ISD. However, IS literature is silent on how to manage requirements-related risks in the practice of continuous IS development. To fill this gap, we propose a continuous requirements risk profiling method. The study is informed by design science research methodology, and we apply focus group interviews and a Delphi study for data collection to support the method development. The developed method can be integrated to ISD projects using different continuous ISD methods.

Replacing Project Managers in Information Technology Projects: Contradictions that Explain the Phenomenon

According to anecdotal evidence, project managers working on information technology IT projects are occasionally replaced, although the literature on information systems IS and project management PM makes little mention of it. With a view to narrowing this knowledge gap the authors examined the reasons behind the practice. The authors took an interpretive approach to the data gathering and analysis, and collected descriptions about replacing project managers RPM from interviews and questionnaires n=43. The concept of contradiction served as a lens through which to identify the underlying reasons. Contradiction refers to statements asserting or expressing the opposite of another statement. The authors identified four contradictions explaining why RPM occurs in IT projects. These contradictions show that RPM appears to be a simplistic solution when there are more fundamental issues to consider. The implications extend to education, practice, and research in the context of IT project management.

A Social Contract for University–Industry Collaboration: A Case of Project-Based Learning Environment

This study determines a social contract for a form of university–industry collaboration to a project-based learning environment in close collaboration with industry. The author’s previous studies on moral conflicts in a project-based learning (PjBL) environment and his 5-year engagement in the PjBL environment are used as background knowledge, and John Rawls’ veil of ignorance is used as a method in the contract formulation. Fair and impartial treatment of actors is strived for with the contract which constitutes of sets of obligations for each party, students, clients, and university (instructors) in the chosen project course. With the contract fair and impartial treatment of actors is strived for and the most dilemmatic moral conflicts are tried to be avoided. The forming of the social contract is evaluated, and implications for research and collaborations in practice are offered.

Four Levels of Moral Conflict in ISD

This study introduces a literature-based classification of moral conflicts in information systems development (ISD). The classification describes what moral conflicts an IS professional confronts in ISD as a whole and includes intentional, functional, managerial, and societal levels. The internal structure of moral conflicts is exemplified by means of a philosophical and a business ethics theory. The limitations of the study are considered and practical implications for the teaching of computer ethics are discussed.