Big data is rapidly being seen as a new frontier for improving organizational performance. However, it is still in its early phases of implementation in developing countries’ healthcare organizations. As data-driven insights become critical competitive advantages, it is critical to ascertain which elements influence an organization’s decision to adopt big data. The aim of this study is to propose and empirically test a theoretical framework based on technology–organization–environment (TOE) factors to identify the level of readiness of big data adoption in developing countries’ healthcare organizations. The framework empirically tested 302 Malaysian healthcare employees. The structural equation modeling was used to analyze the collected data. The results of the study demonstrated that technology, organization, and environment factors can significantly contribute towards big data adoption in healthcare organizations. However, the complexity of technology factors has shown less support for the notion. For technology practitioners, this study showed how to enhance big data adoption in healthcare organizations through TOE factors.

Industry 4.0 (I4.0) is a technological development in the manufacturing industry that has revolutionized Total Quality Management (TQM) practices. There has been scant empirical research on the multidimensional perspective of TQM. Thus, this study aims to empirically examine the effect of the multidimensional view of TQM (soft and hard) on I4.0 readiness in small and medium-sized (SMEs) manufacturing firms. Based on the sociotechnical systems (STS) theory, a framework has been developed and validated empirically through an online survey of 209 Malaysian SMEs manufacturing firms. Unlike the existing TQM studies that used structural equation modeling (SEM), a two-stage analysis was performed in this study. First, the SEM approach was used to determine which variable significantly affects I4.0 readiness. Second, the artificial neural network (ANN) technique was adopted to rank the relative influence of significant predictors obtained from SEM. The results show that the soft and hard TQM practices have supported the I4.0 readiness. Moreover, the results highlight that hard TQM practices have mediating role between soft TQM practices and I4.0 readiness. The ANN results affirmed that customer focus is considered an important TQM factor for I4.0 managerial readiness, advanced manufacturing technology for operational readiness and top management commitment for technology readiness. In a nutshell, the SEM-ANN approach uniquely contributes to the TQM and I4.0 literature. Finally, the findings can help managers to prioritize firms’ soft and hard quality practices that promote I4.0 implementation, especially in emerging economies.

A grave concern to an organization’s information security is employees’ behavior when they do not value information security policy compliance (ISPC). Most ISPC studies evaluate compliance and noncompliance behaviors separately. However, the literature lacks a comprehensive understanding of the factors that transform the employees’ behavior from noncompliance to compliance. Therefore, we conducted a systematic literature review (SLR), highlighting the studies done concerning information security behavior (ISB) towards ISPC in multiple settings: research frameworks, research designs, and research methodologies over the last decade. We found that ISPC research focused more on compliance behaviors than noncompliance behaviors. Value conflicts, security-related stress, and neutralization, among many other factors, provided significant evidence towards noncompliance. At the same time, internal/external and protection motivations proved positively significant towards compliance behaviors. Employees perceive internal and external motivations from their social circle, management behaviors, and organizational culture to adopt security-aware behaviors. Deterrence techniques, management behaviors, culture, and information security awareness play a vital role in transforming employees’ noncompliance into compliance behaviors. This SLR’s motivation is to synthesize the literature on ISPC and ISB, identifying the behavioral transformation process from noncompliance to compliance. This SLR contributes to information system security literature by providing a behavior transformation process model based on the existing ISPC literature.

Information security attacks on oil and gas (O&G) organizations have increased since the last decade. From 2015 to 2019, almost 70 percent of O&G organizations faced at least one significant security breach worldwide. Research has shown that 43 percent of security attacks on O&G organizations occur due to the non-compliant behavior of O&G employees towards information security policy. The existing literature provides multiple solutions for technical security controls of O&G organizations. However, there are very few studies available that address behavioral security controls, specifically for O&G organizations of developing countries. The purpose of this study is to provide a comprehensive framework for information security policy compliance (ISPC) for the O&G sector. A mixed-method approach is used to develop the research framework. Semi-structured interviews from O&G specialists refined the developed framework. Based on qualitative study a survey questionnaire was developed. To evaluate the research framework, structural equation modeling was applied to a sample of 254 managers/executives from 150 Malaysian O&G organizations. The obtained test results confirmed the proposed research model, according to which good social bonding among employees plays a critical role in improving ISPC. However, there was less support for the notion that all organizational governance factors significantly improve the social bonding of Malaysian O&G organizations employees. This paper contributes to the current information system (IS) literature by exploring the interrelationships among organizational governance, social bonding, and information security policy compliance (ISPC) in Malaysian O&G organizations.

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