Effects of innovation-supportive culture and organizational citizenship behavior on e-government information system security stemming from mimetic isomorphism

Using institutional theory as a theoretical framework, this study illuminates organizational changes stemming from institutional pressures to investigate innovation in e-government information system security (ISS). From the perspective of mimetic isomorphism, the study examines ISS innovation by the South Korean government to elucidate organizational factors affecting organizational changes. This study attempted to investigate the interrelation of institutional influences and internal organizational factors in the course of ISS innovation. A research model was developed to elucidate the effects of mimetic isomorphism on innovation-supportive culture, legitimacy, and organizational citizenship behavior (OCB); furthermore, the relationships among innovation-supportive culture, legitimacy, and OCB, as well as how they influence organizational ISS effectiveness, were examined. A survey was administered to 489 civil servants working for the South Korean national government; valid data were analyzed using the partial least squares method. The results showed that mimetic isomorphism positively affected both innovation-supportive culture and legitimacy in ISS innovation. However, mimetic isomorphism influenced only individual OCB, not organizational OCB. Consistent with our hypotheses, innovation-supportive culture, legitimacy, and OCB positively influenced ISS effectiveness, whereas organizational cynicism negatively influenced ISS effectiveness. These findings provide interesting insights into how ISS innovation for e-government can be viewed within institutional theory and organizational behavior. As this study's results show the appropriateness of ISS innovation-supportive culture for ISS effectiveness in the government, the government should diagnose cultural manifestations or cultural artifacts to help ISS practitioners formulate, implement, and manage ISS strategies.