Under the Corporate Radar: Examining Insider Business Cybercrime Victimization through an Application of Routine Activities Theory

ABSTRACT

Cybercrime is recognized as one of the top threats to UK economic security. On a daily basis, the computer networks of businesses suffer security breaches. A less explored dimension of this problem is cybercrimes committed by insiders. This paper provides a criminological analysis of corporate insider victimization. It begins by presenting reviews of insider criminal threats and routine activities theory as applied to cybercrime. Analysis of the nationally representative Cardiff University UK Business Cybercrime Survey then informs statistical models that predict the likelihood of businesses suffering insider cyber victimization, using routine activities and guardianship measures as predictors.     

Coping mediates relationships between reinforcement sensitivity and symptoms of psychopathology

Limited research has evaluated whether coping strategies mediate the relationships between reinforcement sensitivity theory (RST) and symptoms of psychopathology. Undergraduates (n = 293) completed questionnaires assessing RST, coping, and symptoms of psychopathology. Consistent with our hypotheses, bootstrapping analyses indicated that emotion- and avoidance-focused coping mediated the relationship between high Behavioral Inhibition System (BIS) and depression, anxiety, and worry. Less problem-focused coping mediated the relationship between low Behavioral Approach System (BAS) and depression. Avoidance-focused coping mediated the effects of high BIS on drug and alcohol use whereas high BAS directly predicted alcohol and drug use. Unexpectedly, emotion-focused coping mediated the relationship between BAS and anxiety and worry. These results provide support for the hypothesis that personality variables are associated with psychopathology partially through coping.     

Guidelines for an Effective Transfer of Cases: The Needs of the Transfer Triad

Transferring cases from one therapist to another is a common occurrence, particularly in agency settings where therapists do training. Despite its prevalence, there is relatively little literature on the topic. The literature that does exist suggests that transferring cases can present challenges to both clients and therapists. In addition to reviewing existing literature, the article examines the transfer process from the perspective of the client, the departing therapist, and the incoming therapist. The article explores the needs that each member of the transfer triad may have, as well as strategies for meeting those needs.     

Expecting More in Relationships – Implications of Relational Entitlement

Abstract

Sense of relational entitlement refers to what individuals’ believe they “should” expect from their romantic partner. When expectations are both unrealistic and not met by one’s partner, there is a potential for adverse consequences. Researchers surveyed 195 female participants between the ages 18-60. The study examined the influence of one’s sense of relational entitlement with varying conflict strategies. The findings revealed that extreme forms of one’s sense of relational entitlement was associated with conflict strategies like verbal aggression, and control & domination. Thus, one’s sense of relational entitlement appears to play a significant role in how individuals handle conflict.     

Use of paradoxical techniques in a school setting

Abstract

Family therapists have used paradoxical methods of intervention in a variety of settings and with a variety of problems. This case study report is the first to demonstrate the use of paradoxical interventions with pre-adolescent and adolescent children in a school setting. These types of interventions could be of great value because they require limited verbal ability and insight on the part of the students, produce rapid results, and are particularly suitable for oppositional students.     

Performance and Perceptions of Brainstormers in an Organizational Setting

Employees of a corporation who had undergone considerable training for effective teamwork were asked to brainstorm about a job-relevant issue in groups of four or alone. One half of the groups brainstormed alone first, and the other half brainstormed as a group before brainstorming alone. Participants were also asked to rate their performance and indicate whether they would perform better in groups or alone on a brainstorming task. Consistent with past laboratory research, groups generated only about half as many ideas as a similar number of individuals (nominal group), and group brainstorming led to more favorable perceptions of individual performance. Participants also believed that they would brainstorm more effectively in a group than alone. These results indicate that productivity losses in brainstorming groups are not restricted to laboratory groups. Such losses occur even in groups who work together on a daily basis, have considerable training in group dynamics, and are dealing with a job-relevant issue. The sequence of alone to group brainstorming did not influence overall productivity. The relation of this research to that of facilitated and electronic brainstorming is discussed.     

Do you see what I see? The effect of members’ cognitive styles on team processes and errors in task execution

This research investigates the effect of members’ cognitive styles on team processes that affect errors in execution tasks. In two laboratory studies, we investigated how a team’s composition (members’ cognitive styles related to object and spatial visualization) affects the team’s strategic focus and strategic consensus, and how those affect the team’s commission of errors. Study 1, conducted with 70 dyads performing a navigation and identification task, established that teams high in spatial visualization are more process-focused than teams high in object visualization. Process focus, which pertains to a team’s attention to the details of conducting a task, is associated with fewer errors. Study 2, conducted with 64 teams performing a building task, established that heterogeneity in cognitive style is negatively associated with the formation of a strategic consensus, which has a direct and mediating relationship with errors.     

The effects of team strategic orientation on team process and information search

We tested the effects of team strategic orientation on team member perceptions, work strategy and information search. In Experiment 1, 80 teams worked on a hidden profile decision-making task. A defensive team strategic orientation increased members’ perceptions of the problem’s scope, leading to a more process-focused work strategy and broader information search compared to an offensive team strategic orientation. When teams needed critical information from the environment, defensive teams outperformed offensive teams; offensive teams performed better when critical information resided within the team. In Experiment 2, these findings were replicated with 92 teams performing a different decision task. When making a second decision, half of the teams were led to change their strategic orientation; teams shifting from offense to defense altered their information search behavior more readily than did teams shifting in the opposite direction, suggesting an asymmetric adaptation effect.     

Legal Risk in Selection: An Analysis of Processes and Tools

Purpose

This paper reviews a decade of employment litigation to illuminate the most legally dangerous selection devices and employment practices.

Design/Methodology/Approach

A sample (n = 312) of court cases drawn from 10 years of Bloomberg BNA case briefs was analyzed to determine which selection tools (e.g., biographical information blank, interview, cognitive ability test, and psychomotor test) and which selection processes (e.g., violations of the four-fifths rule, administrative inconsistencies, lack of documentation, failure to provide accommodations) are most at risk for litigation for unfair employment practices.

Findings

Results demonstrate that while some selection tools do attract legal scrutiny, dangerous hiring practices such as favoritism against protected classes and improper human resource documentation put employers at far greater risk of suit. When considering cases settled outside of court and those that continued to trial, the data reveal that employers lose employment discrimination cases at a rate nearing 90 % and suffer an average payout of over $1.5 million per case.

Implications

Just as legal challenges once drove the search for selection tools free of adverse impact, the current legal landscape demonstrates the necessity of fair and consistent selection processes. This paper provides evidence of common mistakes in implementing selection systems—mistakes that lead to costly legal battles.

Originality/Value

This paper reduces cumbersome legal records into useful evidence of trends in recent employment law cases. Selection system designers and organizations who implement them will benefit from avoiding the risky hiring practices presented in this paper.