|Ph.D Student||Lubasz Sharon|
|Subject||Security Decision Making in Complex Organizations|
|Department||Department of Industrial Engineering and Management||Supervisor||Professor Alan Kirschenbaum|
|Full Thesis text|
This research offers a novel look into the security related decision process of both security and non-security employees of high-risk complex social organizations, such as airports. Within the wide scope of this research that aims to model the employees' security decision-making, several hypotheses were tested, from the basic yet critical hypothesis that at the end of the employees' decision-making process other responses then compliance exists even in security sensitive high-risk organizations, to hypothesizing the effects of social-exchange on these non-compliance responses.
In order to achieve these goals, a behavioral science perspective was employed, examining actual security related decision behaviors through both Exploratory Ethnographic study of over 700 descriptive items that were transcribed into story scripts and then analyzed, and a comprehensive Field-Survey including 514 questionnaires targeting all security decision makers across departments, positions and ranks, that were conducted at various undisclosed international European airports, varying in size and traffic volume in different countries and cultures.
Through this methodology the effects of security and organizational context, formal and informal structures and networks, consultation, and of personal and occupational factors, as suggested by the literature, were studied to understand their impact on the employee's security related decision making process in high-risk complex social organizations,.
Results offer a novel model of the employees' security decision-making process, that while limited by security censorship demands, and organizational and Socio-political constrains, goes further then outlining the decision-making stages within by also providing a deep understanding of what effects each decision at each stage along the decision-making process, and how these decisions can be influenced to better the security and organizational outcomes.
Results of state-of the-art analysis of both the Ethnographic study and the Field-Survey suggests that the employees' compliance with rules and regulations cannot be taken for granted, implying that a revision of the security perspective is needed, as the premise that employees simply comply, found at the heart of most organizations' security conduct, planning and response protocols is false.