This study intends to understand how organizational culture affects knowledge management using the Newman and Conrad knowledge management and competing value framework. A survey questionnaire was used to collect data from 161 respondents at Awash Bank located in Addis Ababa, Ethiopia. Smart PLS V.3 was used to analyze the data. The finding reveals that organizational culture significantly affects knowledge management. The study also affirms that clan culture and adhocracy culture have a strong direct effect on knowledge management. Hierarchy culture has a less positive effect on knowledge management. In a nutshell, the outcome of the study indicates that a supportive and collaborative organizational culture that values the knowledge management process is crucial for effective knowledge management. The study contributes to Knowledge management theory by empirically validating the theoretical model. From a practical perspective, the study provides valuable insights for managers and leaders to nurture a knowledge management-supportive culture.

In the era of bring-your-own-device and general data protection regulation, corporate network managers have limited control over the non-corporate-owned devices connected onto their corporation's network. However, they are principally responsible for the consequent liabilities that may accrue from breaches of individual consumers' privacy traceable to the network. Hence, this study revisits the notion of information-privacy at the point of contact between an individual end user and the smart-apps that the end user employs. The authors examine the impacts of inattention on consumers' behavioral reactions to perceived smart-app privacy concerns. The authors find that inattention's effects on consumers' behavioral reactions, especially pertaining to re-examination and modification of an app's default permissions settings, is significant. Forewarning has significant impacts on mitigating inattention and altering consumers' behavioral reactions pertaining to re-examination and modification of an app's default permissions settings. Implications of these findings on corporate privacy management are discussed.

We analyze the relationships between country culture and country regulatory structure pertaining to information privacy concerns (IPC) in the context of social media applications. Drawing on prior research we develop a framework that integrates country culture and country regulatory structure and use it as the basis for a study that contrasts samples of 1086 professionals drawn from four countries – United States, United Kingdoms, India and Hong Kong – to assess effects of national culture and of a nation’s regulatory structure on IPC, attitudinal beliefs about information privacy and professionals’ behavioral reactions to IPC. We find that country culture has a strong bearing on explaining differences in individuals’ IPC concerns, attitudinal beliefs about privacy, and behavioral reactions to privacy much more than does country regulatory structure. Country culture remains a significant factor in the management of information privacy. The results also show that country regulatory structure remains deficient in allaying individuals’ concerns pertaining to information privacy.

There is growing interest in the role and contribution of national information infrastructure (NII) to the quality of governance and the socio-economic development of nation states. In this paper, we use publicly available archival data to explore the relationships among NII, governance, and socio-economic development in developing countries. Results substantiate a significant relationship between NII and governance, and NII and socio-economic development. The findings suggest that NII have the capacity to contribute to country development, both directly (via impacts on socio-economic development) and indirectly (via its impacts on governance, which in turn influences socio-economic development).

With the dynamic and meteoric rise in teledensity diffusion across Sub Saharan Africa, one would expect a departure in the perceptions of stakeholders as they relate to the Bernt and Weiss framework that identifies organizational, financial, technological, and geographical factors as the key impediments to teledensity growth. The findings of this research show that there is disconnect between current happenings and perception of stakeholders. Specifically, there is no change in stakeholders’ perceptions with respect to the framework mentioned above. However, historical and recent teledensity data from Africa’s Least Developed Countries illustrate that the model is inconsistent with the emerging realities in these countries, and that it may be getting obsolete. This leads us to conjecture that in this new dispensation, there may be some emerging factors, issues, constraints, and opportunities that may be of greater importance to understanding telecommunications capabilities in these countries and the world at large.