Social engineering in the international HR context: digital influence mechanisms, ethics, and intervention typology
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Author(s)Iryna VarisLink to ORCID Index: https://orcid.org/0000-0002-9502-5045
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Oleksiy SubochevLink to ORCID Index: https://orcid.org/0000-0003-2316-6735
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Oleh VoloboievLink to ORCID Index: https://orcid.org/0009-0002-3874-9343
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DOIhttp://dx.doi.org/10.21511/slrtp.15(1).2025.04
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Article InfoVolume 15 2025, Issue #1, pp. 45-62
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Creative Commons Attribution 4.0 International License
Type of the article: Research Article
The digital transformation of human resource management has intensified interest in social engineering to influence employee behavior within HR practices. The relevance of this study arises from the need to systematize the forms of such influence, particularly in the context of the growing use of digital technologies that increasingly perform behavioral and regulatory functions. The article aims to develop a systematic approach to analyzing social engineering in HR management by proposing an original typology of targeted influence forms, exploring digital implementation mechanisms, and identifying ethical boundaries for such interventions. The object of the study is social engineering practices in human resource management systems. The methodological framework integrates an interdisciplinary approach, content analysis, theologization, and critical evaluation of ethical criteria for influence. As a result of the study, a five-component typology of social engineering in HR (cognitive-behavioral, emotional, normative-cultural, communicative, and organizational-structural vectors) is proposed, and digital influence tools are systematized. Four key ethical criteria were also identified for assessing the acceptability of such interventions. The practical value of the study lies in the potential to apply its results in developing ethical HR policies, implementing behavioral audit tools, and fostering a culture of digital security within organizations. HR professionals can use the proposed typology to design adaptive strategies that balance influence effectiveness with employee autonomy preservation.
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JEL Classification (Paper profile tab)M12, D91, O33
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References55
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Tables3
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Figures0
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- Table 2. Comparison of Ukrainian and International Approaches to Social Engineering in the HR Sphere
- Table 3. Vulnerable Areas of HR in the Context of Digital Transformation and Social Engineering
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The impact of organizational culture on job performance: a study of Saudi Arabian public sector work culture
Ghazi Ben Saad ,
Muzaffar Abbas
doi: http://dx.doi.org/10.21511/ppm.16(3).2018.17
Problems and Perspectives in Management Volume 16, 2018 Issue #3 pp. 207-218 Views: 5006 Downloads: 1699 TO CITE АНОТАЦІЯThis research aims to assess direct and indirect influences of organizational culture on job performance, as well as to evaluate the impact of each sub-element of organizational culture on such performance. It is argued that employees performance derives, on the one hand, from a long-term perspective related to changes that organizations manage and implement during their process of growth. A second dimension of organizational culture can be given through organizational values, routines and distinctive aspects of culture that allow organizations to create solid competitive advantages. Since most studies in this field were held in Western work cultures, this paper will be devoted to the analysis of this relationship within an Arabic cultural environment and more specifically within a Saudi context. A quantitative study tool, based on a comprehensive research questionnaire, was used and the sample was selected from various government departments being operative in Alkharj. The findings indicate a positive relationship between organizational culture and job performance. Likewise, four organizational culture sub-elements, namely Managing Change, Achieving Goals, Coordinating Teamwork and Cultural Strength, were found affecting positively on job performance, but with varying and distinct intensity. Only Customer Orientation was found negatively associated with job performance.
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Sanele Jeza ,
Lawrence Mpele Lekhanya
doi: http://dx.doi.org/10.21511/ppm.20(3).2022.24
Problems and Perspectives in Management Volume 20, 2022 Issue #3 pp. 297-309 Views: 3864 Downloads: 1715 TO CITE АНОТАЦІЯFrom a global perspective, the business environment has become highly dynamic, unpredictable, and competitive due to external forces – mostly technology – that generate change. The aim of this study is to investigate the influence of digital technologies on South African business sectors. The sample includes small and medium enterprises (SMEs) in the KwaZulu-Natal province. Being qualitative by design, the study used semi-structured interviews for data collection, with eight interviews in the Durban area. SME managers were purposefully selected as participants based on their management positions in the business/company and that they oversee the business operation and understand the influence of digital transformation in the business. The interviews were then transcribed after data collection to determine any recurring themes. In the effectiveness of digital transformation, the study identified themes such as “gaining exposure” and “gaining effective sales figures” as a result of implementing digital transformation, which was indicated by six of eight participants. The findings showed that digital transformation significantly affects building customer relationships and ensuring easy accessibility of the business. The results further indicate online selling and digital marketing as the leading digital platforms successfully implemented by most South African SMEs. Lastly, the study revealed digital maintenance and rapid changes in technology as challenging factors. Moreover, the study recommends that South African SMEs implement more available digital technologies to gain additional exposure.
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Digital transformation to enhance Indonesian SME performance: Exploring the impact of market competition and digital strategy
Dorojatun Prihandono ,
Angga Pandu Wijaya ,
Bayu Wiratama ,
Widya Prananta ,
Syam Widia
doi: http://dx.doi.org/10.21511/ppm.22(2).2024.09
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