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As organizations increasingly view information as one of their most valuable assets, which supports the creation and distribution of their products and services, information security will be an integral part of the design and operation of organizational business processes. Yet, risks associated with cyber attacks are on the rise. Organizations that are subjected to attacks can suffer significant reputational damage as well as loss of information and knowledge. As a consequence, effective leadership is cited as a critical factor for ensuring corporate level attention for information security. However, there is a lack of empirical understanding as to the roles strategic leaders play in shaping and supporting the cyber security strategy. This study seeks to address this gap in the literature by focusing on how senior leaders support the cyber security strategy. The authors conducted a series of exploratory interviews with leaders in the positions of Chief Information Officer, Chief Security Information Officer, and Chief Technology Officer. The findings revealed that leaders are engaged in both transitional, where the focus is on improving governance and integration, and transformational support, which involves fostering a new cultural mindset for cyber resiliency and the development of an ecosystem approach to security thinking. Managerial relevance statement Our findings provide interesting insights for managers particularly those in the role of Chief Information Officers (CIOs), Chief Security Information Officers (CSIOs), and Chief Technology Officers (CTOs). We propose a Cyber Security Strategy Framework (CSSF) which can be used by these information/technology managers to design an effective organizational strategy to develop cyber resilience in their organization. Our framework suggests that managers should focus on transitional and transformational support. The transitional support focuses on improving governance and integration whereas transformational support focuses on the emphasis of fostering a new cultural mindset for cyber resiliency and the development of an ecosystem approach to security thinking. Our findings provide good evidence showing how leaders can support more effective cyber security initiatives.

A wireless wearable sensor on a paper substrate was used to continuously monitor respiratory behavior that can extract and deliver clinically relevant respiratory parameters to a smartphone. Intended to be placed horizontally at the midpoint of the costal margin and the xiphoid process as determined through anatomical analysis and experimental test, the wearable sensor is compact at only 40 × 35 × 6 mm3 in size and 6.5 g weight including a 2.7 g lithium battery. The wearable sensor, consisting of an ultrasound emitter, an ultrasound receiver, wireless transmission system, and associated data acquisition, measures the linear change in circumference at the attachment location by recording and analyzing the changes in ultrasound pressure as the distance between the emitter and the receiver changes. Changes in ultrasound pressure corresponding to linear strain are converted to temporal lung volume data and are wirelessly transmitted to an associated custom-designed smartphone app. Processing the received data, the mobile app is able to display the temporal volume trace and the flow rate vs. volume loop graphs, which are standard plots used to analyze respiration. From the plots, the app is able to extract and display clinically relevant respiration parameters, including forced expiratory volume delivered in the first second of expiration (FEV1) and forced vital capacity (FVC). The sensor was evaluated with eight volunteers, showing a mean difference of the FEV1/FVC ratio as bounded by 0.00-4.25% when compared to the industry-standard spirometer results. By enabling continuous tracking of respiratory behavioral parameters, the wireless wearable sensor helps monitor the progression of chronic respiratory illnesses, including providing warnings to asthma patients and caregivers to pursue necessary medical assistance.

Massive MIMO is a key component of current and future wireless communication systems. To harvest the multiplexing and beamforming gains of these large-scale MIMO systems, however, the channel knowledge needs to be acquired at the massive MIMO transmitters. This is typically associated with large training overhead, especially in FDD massive MIMO. Recent research showed that deep learning could lead to interesting gains for massive MIMO systems by mapping the channel knowledge from the uplink to downlink channels or between antennas at nearby locations. In this paper, we provide an initial proof-of-concept prototype for this concept, where we show using a sub-6GHz hardware setup promising results for channel mapping across frequency and space.

Organizations are increasingly being called to account for their history. In particular, German and non-German companies have been called to account for their relations with the Nazi regime between 1933 and 1945. Organizations are not only accountable for past activity, but also for previous, often misleading, historical accounts of their behaviour. Thus we are interested in how an organization deals with historical accounts of its past, and how this reflects its culture. Therefore we draw upon concepts from organizational culture studies, and specifically Martin's three perspectives of culture as integration, differentiation, and fragmentation. We take the illustrative case of Bertelsmann, the German publishing company. Revelations of its record under the Nazis, when it published anti-semitic literature, were brought to light by Hersch Fischler in 1998, when Bertelsmann was in the process of taking over Random House. These revelations jarred with the company's image of corporate social responsibility and undermined the company legend, which alleged that it had an impeccable record, and had even been closed down for opposing the Nazis. The Bertelsmann case highlights the dilemmas involved in organizations invoking their past. Debate over the Holocaust has highlighted the dilemmas of truth and relativism in representations of history. The Bertelsmann case highlights similar dilemmas for organizational culture perspectives.

The case method is a definitive and foundational technology in business education. It was first developed as a vocational training tool equipping students for future employment. In this conception, the organisation was seen as a machine, and managers as the engineers who would maintain it through planned interventions. The case method allowed aspiring managers to practise intervention skills in a safe environment. Since the origins of the case method in US business schools before the First World War, conceptions of organisations have moved on. They are no longer seen as machine-like, but as complex, ambiguous, and protean. The 'wicked' problems that potential managers will face in an uncertain world require the development of critical thinking and sensemaking abilities. While the traditional approach to the case continues, its use as a vehicle to explore and manage complexity and ambiguity is emerging, although this is facing resistance from some students and staff.

The case method in business and management education is generally considered to have been developed as an executive education technology in the United States in the early years of the twentieth century. Much of the literature on the method reflects these origins and is culturally or institutionally specific. However, cases are used today in a wide variety of contexts, including undergraduate business education. In this paper we discuss key themes in the current context of higher education, explore the use of cases in large and diverse undergraduate business education programmes, and examine how the changing institutional context of these programmes has affected the use of the business case as a pedagogical technology.

The paper is concerned with alliances and learning. It provides an overview of recent contributions to the emergent literatures on knowledge management and organizational learning, identifies similarities and differences between the two, and highlights the implications of these for academics and practitioners. The paper explores the significance of networks, alliances and inter‐organizational relationships for organizations and considers the nature and importance of learning in and through such relationships. A modified version of Coghlan’s (1997) model of organizational learning as a dynamic interlevel process is then presented to reflect these developments.