Tom L. Roberts

Proposing the online community self-disclosure model: the case of working professionals in France and the U.K. who use online communities

The global use of online communities has exploded to involve hundreds of millions of users. Despite the tremendous social impact and business opportunities afforded by these communities, little information systems (IS) research has addressed them – especially in a cross-cultural context. Our research proposes an online community self-disclosure model, tested in a cross-cultural setting using data provided by French and British working professionals. Our model is based on social exchange theory (SET) and social penetration theory (SPT), as well as on cross-cultural theory related to individualism-collectivism. SET explains that individuals engage in relationships when the perceived costs associated with the relationship are less than the expected benefits. SPT extends SET to explain that individuals participate in self-disclosure to foster relationships – reciprocation is the primary benefit of self-disclosure, whereas risk is the foundational cost of self-disclosure. Our study established several important findings: positive social influence to use an online community increases online community self-disclosure; reciprocity increases self-disclosure; online community trust increases self-disclosure; and privacy risk beliefs decrease self-disclosure. Meanwhile, a tendency toward collectivism increases self-disclosure. We further found that French participants had higher scores on horizontal individualism than British participants. Several other findings and their implications for practice are also discussed.

The Impact of Group Size and Social Presence on Small-Group Communication Does Computer-Mediated Communication Make a Difference?

This study evaluates the impact of varying group size and social presence on small-group communication. It compares key communication factors—faceto-face (FtF) without computer-mediated communication (CMC) support, FtF with CMC support, and virtual with CMC support—on two different small group sizes (3 and 6). Results indicate that smaller groups establish and maintain higher levels of communication quality, and FtF with CMC support groups have higher levels of communication quality than virtual with CMC support groups; however, no significant difference between traditional FtF groups and virtual groups with CMC support was found. Also, CMC minimized the impact of increased group size. Process losses that a larger FtF group might ordinarily experience can be reduced through the use of CMC. These results should help project managers plan for and deal with the difficulty of communication between project group members in virtual environments.

Stock market trading rule discovery using technical charting heuristics

Abstract In this case study in knowledge engineering and data mining, we implement a recognizer for two variations of the ‘bull flag’ technical charting heuristic and use this recognizer to discover trading rules on the NYSE Composite Index. Out-of-sample results indicate that these rules are effective.

Information technology investment and firm performance: a meta-analysis

In the recent past, researchers have shown conflicting results regarding the returns to IT investment. Some researchers posit that the equivocal results of IT investment are due to inconsistent measurement of firm performance following IT investment. We propose to use meta-analysis to summarize and synthesize the patterns of relatively consistent relations from empirical studies of IT investment returns during the last decade.

The Effects of Information Technology Project Complexity on Group Interaction

This study investigates the effect of varying project complexity on the group interaction processes of small information technology (IT) project teams. The projects included two complex tasks (i.e., LAN and WAN development tasks) and a less complex development task (i.e., a small business Web site development task). The study found that project complexity can affect the group interaction process. Participants reported significantly higher expectations, group integration, communication, and participation while working on less complex projects. Efforts to organize project personnel and define roles were more effective with less complex projects. Power struggles and noninvolvement remained a problem for teams regardless of project complexity. This study identifies and confirms key problem areas that can lead to project failure as IT projects become more complex. The results should interest both researchers and information systems managers, because the study is among the first to extend the common body of knowledge concerning group interaction and task complexity to IT projects.

Leveraging fairness and reactance theories to deter reactive computer abuse following enhanced organisational information security policies: an empirical study of the influence of counterfactual reasoning and organisational trust

Research shows that organisational efforts to protect their information assets from employee security threats do not always reach their full potential and may actually encourage the behaviours they attempt to thwart, such as reactive computer abuse (CA). To better understand this dilemma, we use fairness theory (FT) and reactance theory (RT) to explain why employees may blame organisations for and retaliate against enhanced information security policies (ISPs). We tested our model with 553 working professionals and found support for most of it. Our results show that organisational trust can decrease reactive CA. FT suggests that explanation adequacy (EA) is an important factor that builds trust after an event. Our results also suggest that trust both fully mediates the relationship between EA and CA and partially mediates the relationship between perceived freedom restrictions related to enhanced ISPs and reactive CA. EA also had a strong negative relationship with freedom restrictions. Moreover, organisational security education, training and awareness (SETA) initiatives decreased the perceptions of external control and freedom restrictions and increased EA, and advance notification of changes increased EA. We also included 14 control variables and rival explanations to determine with more confidence what drove reactive CA in our context. Notably, the deterrence theory (DT)‐based constructs of sanction severity, certainty and celerity had no significant influence on reactive CA. We provide support for the importance of respectful communication efforts and SETA programmes, coupled with maximising employee rights and promoting trust and fairness to decrease reactive CA. These efforts can protect organisations from falling victim to their own organisational security efforts.

Exploiting organizational knowledge in developing IS project cost and schedule estimates: An empirical study

Project management is vital to the effective application of organizational resources to competing demands within and across projects. The effective application of project management, however, is predicated upon accurate estimates of the project budget and schedule. This study assesses primary and supporting activities that exploit knowledge within an organizations memory to develop project schedule durations and budgets. The study further assesses the subsequent impact of predictability on project success. Two hundred and sixteen survey responses from IT professionals with project management responsibilities were analyzed. Results found use of the primary activities of using parametric estimating techniques (use of formal models), bottom-up estimating techniques (formulating estimates at the task level), and the support activities of team reliance, realistic targets, and professional experience all impact the predictability of estimates for project cost and duration. Predictability in turn was found to directly impact project success with regards to meeting cost and duration objectives. While use of analogous estimating techniques (using similar previous projects) was not found to be useful for project managers with more experience, it was used by project managers with less experience in determining predictability.

Bridging the divide: A qualitative comparison of information security thought patterns between information security professionals and ordinary organizational insiders

Organizational insiders have considerable influence on the effectiveness of information security efforts. However, most research conducted in this area fails to examine what these individuals believe about organizational security efforts. To help bridge this gap, this study assesses the mindset of insiders regarding their relationship with information security efforts and compares it against the mindset of information security professionals. Interviews were conducted with 22 ordinary insiders and 11 information security professionals, which effort provides insight into how insiders gauge the efficacy of recommended responses to information security threats. Several key differences between insiders’ and professionals’ security mindsets are also discussed.

The Impact of Organizational Commitment on Insiders’ Motivation to Protect Organizational Information Assets

Abstract Insiders may act to sustain and improve organizational information security, yet our knowledge of what motivates them to do so remains limited. For example, most extant research relies on mere portions of protection motivation theory (PMT) and has focused on isolated behaviors, thus limiting the generalizability of findings to isolated issues, rather than addressing the global set of protective security behaviors. Here, we investigate the motivations surrounding this larger behavioral set by assessing maladaptive rewards, response costs, and fear alongside traditional PMT components. We extend PMT by showing that: (1) security education, training, and awareness (SETA) efforts help form appraisals; (2) PMT’s applicability to organizational rather than personal contexts depends on insiders’ organizational commitment levels; and (3) response costs provide the link between PMT’s appraisals. We show in detail how organizational commitment is the mechanism through which organizational security threats become personally relevant to insiders and how SETA efforts influence many PMT-based components.

Project characteristics and group communication: an investigation

The research study presented examined the effects of technological complexity on project group communication. The same project teams performed three separate projects involving the development of an HTML Website, the development of a local area network (LAN), and the development of blueprints for a wide-area network (WAN). Each of the projects exposed groups to a different level of complexity. The results of the study indicated differences in group information sharing, group communication focus, and group gatekeeping activities. In each of these cases, the groups had greater communication with the less complex project task, the HTML project. The study did not find significant differences in group communication concerned with member withdrawal or group conflict.