Internal coordination and legitimation strategies: assessing the influence of individual commissioners in the policy formulation process

Bürgin, Alexander

doi:10.1080/07036337.2016.1253692

Cited by 8 publications

(3 citation statements)

References 29 publications

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“…The researchers also examined internal documents from the researched companies to understand the existing roles of individual employees in the process of KS to prevent ID theft and the learning processes of effective KS. This included analysing internal reports, memorandums and emails to identify evidence of ID theft, its causes and employee behaviour to overcome these issues (Bü rgin, 2017). The study also investigated external related material to the case studies including media reports and sector industry surveys published in print and digital media (Bü rgin, 2017).…”

Section: Methodsmentioning

confidence: 99%

“…This included analysing internal reports, memorandums and emails to identify evidence of ID theft, its causes and employee behaviour to overcome these issues (Bü rgin, 2017). The study also investigated external related material to the case studies including media reports and sector industry surveys published in print and digital media (Bü rgin, 2017).…”

Section: Methodsmentioning

confidence: 99%

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An investigation into agile learning processes and knowledge sharing practices to prevent identity theft in the online retail organisations

Shah

Maitlo

Jones

et al. 2019

JKM

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Purpose Lack of individual awareness of knowledge sharing practices to prevent identity theft is a significant issue for online retail organisations (OROs). Agile learning processes and sharing of knowledge is essential, but the lack of relevant training inhibits these processes within the online industry. This study aims to identify the inhibiting factors in agile learning and knowledge sharing process with recommendations for best practice for organisations and staff to effectively share knowledge on identity theft prevention. Design/methodology/approach Three qualitative case studies were undertaken in OROs in the UK. Data were collected using semi-structured interviews, internal documents and related external material. The data were analysed using a thematic analysis method. Findings The findings identified that individual staff members within OROs from the information security and fraud prevention departments often share their knowledge as a community. However, there is no formal knowledge sharing process or any related training facilitating this exchange. There is a need for agile learning environment in OROs of the UK. Originality/value The study offers both theoretical and practical contributions to the extant literature of agile learning of knowledge sharing to prevent identity theft in OROs. Existing learning opportunities are not being used to enhance the knowledge of individuals, and OROs need to increase the skills and trust of their staff to share knowledge efficiently. This study identifies the systemic weaknesses inherent in the process of knowledge sharing and existing training provision within OROs. It provides ORO managers with practical guidelines in facilitating trust between individuals and developing appropriate training systems to educate staff on sharing organisational knowledge. This study contributes by extending the knowledge sharing framework proposed by Chong et al. (2011) for enhanced individual knowledge sharing processes to prevent identity theft within OROs. It also identifies OROs’ weaknesses in knowledge sharing learning processes for theft prevention and offers prevention guidelines and recommendations for developing effective agile learning environments.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

An investigation into agile learning processes and knowledge sharing practices to prevent identity theft in the online retail organisations

Shah

Maitlo

Jones

et al. 2019

JKM

View full text Add to dashboard Cite

show abstract

“…To expect leadership from the Commission is therefore to admit that the latter has the potential to act in particular policy domains; and moreover, that it has the capacity to deliver results in the form of successful policy outputs and outcomes. This issue has been addressed in recent research on the Commission (for example, Kassim et al 2016 andBürgin 2016).…”

Section: Leadership In the European Commissionmentioning

confidence: 99%

Policy leadership in the European Commission: the regulation of EU mobile roaming charges

Cini¹,

Šuplata²

2018

Political Leadership in the European Union

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Political leadership in the European Commission tends to be associated with high politics and the intervention therein of the Commission President. This contribution takes a different approach by viewing policy leadership by the Commission as a form of political leadership. When the Commission finds it difficult to perform a broader political agenda-setting role, it may still be able to set and deliver new policy initiatives. The contribution considers the conditions under which successful policy leadership occurs. It identifies two types of condition political agency and policy capacityand argues that both, together, are important in explaining successful policy leadership. Evidence is drawn from the case of European mobile roaming.

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Overview: The European Integration, Volume I & Volume II

Liargovas,

Papageorgiou

2024

Springer Texts in Political Science and International Relations

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Internal coordination and legitimation strategies: assessing the influence of individual commissioners in the policy formulation process

Cited by 8 publications

References 29 publications

An investigation into agile learning processes and knowledge sharing practices to prevent identity theft in the online retail organisations

An investigation into agile learning processes and knowledge sharing practices to prevent identity theft in the online retail organisations

Policy leadership in the European Commission: the regulation of EU mobile roaming charges

Overview: The European Integration, Volume I & Volume II

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