02023nas a2200217   4500008004100000022001400041245007300055210006900128260004200197300000900239490000600248520138700254653002001641653001801661653001701679653001701696653001301713100002101726700002201747856003601769       2015                        eng d  a1927-032100aCybersecurity Skills Training: An Attacker-Centric Gamified Approach0 aCybersecurity Skills Training An AttackerCentric Gamified Approa  aOttawabTalent First Networkc01/2015  a5-140 v53 aAlthough cybersecurity awareness training for employees is important, it does not provide the necessary skills training required to better protect businesses against cyber-attacks. Businesses need to invest in building cybersecurity skills across all levels of the workforce and leadership. This investment can reduce the financial burden on businesses from cyber-attacks and help maintain consumer confidence in their brands. In this article, we discuss the use of gamification methods that enable all employees and organizational leaders to play the roles of various types of attackers in an effort to reduce the number of successful attacks due to human vulnerability exploits. 

We combine two separate streams – gamification and entrepreneurial perspectives – for the purpose of building cybersecurity skills while emphasizing a third stream – attacker types (i.e., their resources, knowledge/skills, and motivation) – to create training scenarios. We also define the roles of attackers using various theoretical entrepreneurial perspectives. This article will be of interest to leaders who need to build cybersecurity skills into their workforce cost-effectively; researchers who wish to advance the principles and practices of gamification solutions; and suppliers of solutions to companies that wish to build cybersecurity skills in the workforce and leadership.
10acyber attackers10acybersecurity10aentrepreneur10agamification10atraining1 aAdams, Mackenzie1 aMakramalla, Maged  uhttp://timreview.ca/article/86101880nas a2200229   4500008004100000022001400041245010900055210006900164260004200233300001000275490000600285520116000291653001801451653002401469653002001493653002101513653001901534100002101553700002201574700001801596856003601614       2014                        eng d  a1927-032100aDown the Rabbit Hole: How Structural Holes in Entrepreneurs' Social Networks Impact Early Venture Growth0 aDown the Rabbit Hole How Structural Holes in Entrepreneurs Socia  aOttawabTalent First Networkc09/2014  a19-270 v43 aSocial networks play a significant role in the success of new entrepreneurial ventures. They provide an accumulation of tangible and intangible resources that are linked to entrepreneurial outcomes such as growth and innovation. The structure of social networks, specifically, has been linked to these outcomes; structural holes in social networks have shown an association with entrepreneurial success. Entrepreneurs who have many structural holes in their networks are thought to benefit from a rich source of divergent information.

This article examines the complex nature of the relationships among social networks, formal institutions, and the outcomes of new ventures. It also explores the effects of a social network’s structural holes on growth in the early years of a venture’s development. We propose that structural holes of a social network, through a mediating role of institutional polycentrism, play an important role in the growth and profitability of a new venture as well as potential threats of exploitation. We then provide recommendations based on the reviewed literature for entrepreneurs and managers of formal institutions. 10aentrepreneurs10ainstitutional order10asocial networks10astructural holes10aventure growth1 aAdams, Mackenzie1 aMakramalla, Maged1 aMiron, Walter  uhttp://timreview.ca/article/828