This study explores how gig workers in the food delivery sector cope with algorithmic management threats. Algorithmic management involves using learning algorithms to manage and control workers in online labour platforms. Although it offers opportunities for platforms, algorithmic management may present threats for workers including anxiety, burnout, and isolation. While focusing on resistance in the context of algoactivism, limited attention has been paid to how workers perceive algorithmic management threats and the emotion-focused and problem-focused coping behaviours they employ to cope with them. Using Q-methodology, the research identified four types of workers displaying unique coping strategies: the Empowered Collectivist fosters resilience through collective meaning-making and emotional support; the Savvy Opportunist leverages technical literacy; the Isolated Denier struggles with opacity and isolation; and the Anxious Conspiracist is marked by over-adapting and conspiracy theorizing. Building on this typology, the study proposes a dynamic coping model in which proactive coping strategies can support a virtuous cycle of positive reappraisal, increased agency, and resilience.In contrast, reactive coping strategies may contribute to a vicious cycle of negative reappraisal, emotional exhaustion, and disengagement. The study refines coping theory in technology mediated work, contributing to a nuanced understanding of algoactivism and redefining worker agency under algorithmic management.

While the management of traditional, plan-based information systems development (ISD) projects lies with the information technology project manager (ITPM), this role is challenged in agile ISD team settings, characterised by self-managed and autonomous teams. Driven by the potential for individual, project, and organisational benefits through a deeper comprehension of these challenges, our study draws upon role identity theories to uncover identity tensions that this role creates and ways in which ITPMs engage in identity work to resolve these tensions. We conducted an in-depth, qualitative study involving interviews with ITPMs operating within agile ISD teams embedded in traditionally-managed organisations. A central contribution of our paper lies in the development of a theoretical model that unpacks how ITPMs navigate identity work tensions by engaging in specific identity work activities. By revealing the interplay between ITPMs’ role identity tensions, identity work activities, and contextual factors, our study moves beyond purely descriptive accounts and offers a nuanced understanding of the emotional and behavioural dimensions of ITPMs in their liminal position. Additionally, our work underscores the pivotal role of ITPMs as boundary spanners, bridging the gap between traditional and agile governance structures to drive digital transformation. For practitioners, we provide agile ISD team design recommendations.

Governments around the world routinely regulate the activities of private enterprises to guide the behaviour of individuals and organisations towards acceptable norms. This holds true in a cybersecurity context. However, practitioners report that cybersecurity regulations are often out of date and compliance is confusing, expensive, and time consuming. As a result, organisational leaders are often uncertain about the practicalities of adopting and implementing the various rules, which can lead to trickle-down effects on the robustness of lower-level cybersecurity controls and compliance activities. In this research, we aim to clarify how cybersecurity regulations are operationalised in organisations, as well as reveal the compliance and performance consequences of cybersecurity regulations. To do so, we interviewed 22 senior leaders with expertise in cybersecurity regulations. Our analysis reveals 7 distinct themes (i.e., concept groupings) that are ordered within four phases (i.e., temporal stages), which we use to create the Institutional Cybersecurity Regulations Model (ICRM). The results provide a holistic view of the cybersecurity regulations process in organisations that can serve to clarify current theory relationships and inform future research. As well, the ICRM can provide a practical roadmap for managers to navigate regulatory cybersecurity challenges in their own companies.

Organisations increasingly rely on algorithms to exert automated managerial control over workers, referred to as algorithmic control (AC). The use of AC is already commonplace with platform-based work in the gig economy, where independent workers are paid for completing a given task (or “gig”). The combination of independent work alongside intensive managerial monitoring and guidance via AC raises questions about how gig workers perceive AC practices and judge their legitimacy, which could help explain critical worker behaviours such as turnover and non-compliance. Based on a three-dimensional conceptualisation of micro-level legitimacy tailored to the gig work context (autonomy, fairness, and privacy), we develop a research model that links workers’ perceptions of two predominant forms of AC (gatekeeping and guiding) to their legitimacy judgements and behavioural reactions. Using survey data from 621 Uber drivers, we find empirical support for the central role of micro-level legitimacy judgements in mediating the relationships between gig workers’ perceptions of different AC forms and their continuance intention and workaround use. Contrasting prior work, our study results show that workers do not perceive AC as a universally “bad thing” and that guiding AC is in fact positively related to micro-level legitimacy judgements. Theoretical and practical implications are discussed.

Extant research on the control of IS development projects is largely oriented around control choices and enactments from the perspective of managers, thereby neglecting employees’ legitimacy perceptions. Little is known about how such perceptions affect employees’ intentions to comply with controls. To address this shortcoming, we conducted a factorial survey with 258 IS developers nested in 19 organizations. Our multilevel analysis shows that all four considered legitimacy dimensions are primarily a function of control mode and style, and to a lesser extent of control degree. Moreover, legitimacy operating on fairness and autonomy is an important lever for increasing compliance intentions.

A major stream of research within the field of information systems security examines the use of organizational policies that specify how users of information and technology resources should behave in order to prevent, detect, and respond to security incidents. However, this growing (and at times, conflicting) body of research has made it challenging for researchers and practitioners to comprehend the current state of knowledge on the formation, implementation, and effectiveness of security policies in organizations. Accordingly, the purpose of this paper is to synthesize what we know and what remains to be learned about organizational information security policies, with an eye toward a holistic understanding of this research stream and the identification of promising paths for future study. We review 114 influential security policy-related journal articles and identify five core relationships examined in the literature. Based on these relationships, we outline a research framework that synthesizes the construct linkages within the current literature. Building on our analysis of these results, we identify a series of gaps and draw on additional theoretical perspectives to propose a revised framework that can be used as a basis for future research.

The growing adoption of agile methods of system development can be seen as broadly consistent with characteristics of a management fashion. However, the extent that fashions relate to how specific organizations actually adopt and use agile remains unclear. Based on five case studies, this research seeks to apply the concepts from management fashion theory to understand how organizations mindfully (or mindlessly) adopt agile methods. We find in some cases that agile appears to be characterized as a short-term, transitory trend, while in others it is embedded in an organization’s processes and culture. We identify three categories that distinguish between fashion patterns during agile adoptions: Crusaders, who exclusively adopt agile in a pure form; Tailors, who integrate agile and traditional approaches to fit their specific circumstances; and Dabblers who employ a few ceremonial agile activities alongside a traditional approach. The results from this study can encourage managerial awareness of the link between fashions and agile development, which can serve to highlight the unique opportunities to enhance mindfulness and avoid the pitfalls of mindlessness. By uncovering insights into the fashion-centric drivers of agile adoption, this research extends past theory related to both mindful innovation and management fashions.