Structural Complexity and Data Breach Risk
2019
- 609Usage
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Example: if you select the 1-year option for an article published in 2019 and a metric category shows 90%, that means that the article or review is performing better than 90% of the other articles/reviews published in that journal in 2019. If you select the 3-year option for the same article published in 2019 and the metric category shows 90%, that means that the article or review is performing better than 90% of the other articles/reviews published in that journal in 2019, 2018 and 2017.
Citation Benchmarking is provided by Scopus and SciVal and is different from the metrics context provided by PlumX Metrics.
Example: if you select the 1-year option for an article published in 2019 and a metric category shows 90%, that means that the article or review is performing better than 90% of the other articles/reviews published in that journal in 2019. If you select the 3-year option for the same article published in 2019 and the metric category shows 90%, that means that the article or review is performing better than 90% of the other articles/reviews published in that journal in 2019, 2018 and 2017.
Citation Benchmarking is provided by Scopus and SciVal and is different from the metrics context provided by PlumX Metrics.
Metrics Details
- Usage609
- Abstract Views474
- Downloads135
Artifact Description
Strategic transactions can affect a firm’s structural complexity and data breach risk. Mergers and acquisitions increase data breach risk by increasing firm’s structural complexity through the addition of new businesses and new IT interlinkages among the firm’s existing and newly added businesses. Divestitures reduce firm’s data breach risk by reducing the firm’s structural complexity through the removal of some business units and associated IT interlinkages. Business partnerships increase firm’s structural complexity and data breach risk by opening up the firm’s IT environment to third party business partners and creating challenges in joint governance and control of the IT interface and interaction points of the partners. We find support for these ideas in a sample of 9784 U.S. firms during 2005-2017. The proposed theory explains how and why strategic initiatives increase firms’ data breach risks.
Bibliographic Details
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