Unethical Information Security Behavior and Organizational Commitment

Unethical Information Security Behavior and Organizational Commitment

Toshihiko Takemura (Saga University, Japan)
DOI: 10.4018/978-1-4666-4983-5.ch011
OnDemand PDF Download:
$30.00
List Price: $37.50

Abstract

In this chapter, the author investigates the relationships between unethical behaviors from the viewpoint of information security and organizational commitment by analyzing micro data collected from a survey the author conducted in March 2012. As a result, at first, it is found that heightening the degree of Organizational Commitment (OC) does not exclusively deter all unethical behaviors, but that at least OC deters the intention to access non-work-related Websites in the workplace. In addition, it is confirmed that the effects of OC toward the intention of the non-work-related Website access in the workplace according to the organizational attributes are different. In the organizations whose non-work-related Website access in the workplace is prohibited as a rule, heightening the degree of OC is able to reduce the respondents who access non-work-related Websites in their workplace. It is found that based on TPB and TRA, the attitude and risk assessment toward the intention of unethical behaviors have an influence on the behaviors.
Chapter Preview
Top

Background

Organizational Commitment

The study of OC is important because organizational commitment can influence employees’ creativity, innovativeness, adaptation, and reduces unethical behaviors. For a long time, OC is defined as the subject’s perceptions concerning his loyalty toward the organization, his willingness to exert a great deal of effort to achieve organizational goals, and his acceptance of the organization’s values (Porter et al., 1974). In the other words, OC is an attitude that influences employee behavior beneficial to the organization (Riketta, 2002).

OC is the more attractive for practicians and researchers in work commitment; job involvement, career commitment and OC. There are some reasons. For example, employees’ turnover or retire predicted by OC would be more accurate rather than by the other commitments and job satisfaction (Williams & Hazer, 1986; Mathiew & Zajac, 1990; Riketta, 2002), or the heightening of OC is related with improving their performance or productivity, or reducing their work absence and lateness (Morris & Sherman, 1981; Bateman & Strasser, 1984).

Complete Chapter List

Search this Book:
Reset