Cybercrime rates have increased rapidly during the last decades, resulting in cybercrimes becoming common crimes and leading to the importance of companies’ attention to cybercrime experience. Therefore, this study examines cybercrime experience and provides insights into the companies’ concern, level of information about cybercrime risks and training requirements in SMEs. An empirical analysis is conducted using a dataset collected in Europe in 2021 among more than 12,000 representative respondents of European SMEs. The results show that a higher awareness of cyber risk correlates with fewer cybercrime incidents. However, increased cybersecurity training results in increased reporting of cybercrime incidents. This suggests that increased training improves detection capabilities or that companies’ responses to cybercrime incidents are typically reactive. Increased digitalization is associated with a rise in cybercrime incidents. Therefore, recommended cybersecurity strategies for SMEs include ongoing cybersecurity training programs and the cultivation of a proactive cybersecurity culture to effectively mitigate risks.
Nessrine Omrani, Benedikt Wilke, Sascha Kraus et al.· Information Systems Frontier...· 0 citations
Individuals play a decisive role in Corporate Entrepreneurship (CE). However, organizational decision-makers face challenges in integrating them effectively. Digital human resource management (dHRM) enables organizations to analyze and control individual determinants beyond core functions, including those relevant to CE. Yet a foundational understanding of this connection remains lacking in both practice and theory. This study addresses this issue and aims to understand how dHRM can contribute along the CE process.
Given its novel, exploratory nature and reliance on prior related insights, the study adopts a flexible pattern-matching approach based on semi-structured interviews with 31 experts from CE and HR. Consequently, it first derives theoretical patterns from the existing literature and then matches and enriches them with empirical findings using a grounded theory approach.
Findings indicate that CE activities can benefit from dHRM contributions in various ways, including ideation, planning and execution. Several tools and analytics approaches enable more holistic and objective decisions, process optimization and the effective use of human capital in the CE context. Organizational decision-makers could thus consider a more integrated approach between CE and HR, based on new digital technologies, within their own setups.
This study contributes to the CE discourse by advancing a process and mechanisms perspective through the specific integration of dHRM. By doing so, it establishes a foundational connection between the two related functions, which are often analyzed and managed separately, and offers CE practitioners several starting points for their own consideration and future decisions.
Merle S. Jahnke, L. Kaiser, Dominik K. Kanbach· Management Decision· 0 citations
Generative artificial intelligence (GenAI) holds transformative potential for small and medium-sized enterprises (SMEs). Yet, despite increasing access to GenAI tool use, many SMEs face significant challenges in moving beyond experimentation toward sustained adoption. While extant literature covers the strategic benefits, ethical considerations and performance implications, limited insight exists into how adoption is enacted across individual and organizational levels. This study, therefore, adopts an enactment perspective to examine how SMEs adopt GenAI, and how enablers and barriers across technological, organizational and environmental (TOE) dimensions interact to shape this process.
This exploratory, qualitative study draws on 31 semi-structured interviews with SME decision-makers across European–Mediterranean contexts (Germany and France), supplemented by data from South Africa and Vietnam to enrich analytical depth across varying levels of digital maturity and institutional contexts. Data were analyzed inductively, using the Gioia methodology.
The study develops a three-phase process model of GenAI adoption enactment in SMEs: (1) activation of individual trust and engagement, (2) legitimizing and direction setting and (3) embedding and sustained value realization. GenAI unfolds through the interplay of bottom-up individual experimentation and top-down organizational legitimization, with distinct TOE dimensions dominating each phase. Sustained adoption emerges when these dynamics are deliberately coordinated.
The study offers two theoretical contributions. First, it extends the TOE framework from a static-factor model to a dynamic, processual account of GenAI adoption enactment in SMEs. Second, it complements TOE with bricolage to explain how structural conditions are operationalized through micro-level “making do” practices in resource-constrained contexts.
Justin Siljeur, Niklas Schulte, Dominik K. Kanbach· EuroMed Journal of Business· 0 citations
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