Social networking sites have challenged ethical issues about users’ information security and privacy. SNS users are concerned about their privacy and need to control the information they share and its use. This paper examines the security of SNS by taking a look at the influence of users’ perceived control of information over their information-sharing behaviors. Employing an empirical study, this paper demonstrates the importance of perceived control in SNS users’ information-sharing behaviors. Specifically, perceived control has been found to be negatively (...) related to perceived privacy risk and attitude toward information sharing, which in turn has an impact on their information-sharing behaviors. In addition, gender has been shown to be an important factor that moderates the influences of both perceived control and perceived privacy risk on SNS users’ attitudes toward information sharing. Theoretical and practical implications are discussed. (shrink)

Tacit knowledge sharing discussed in this study is important in the area of business ethics, because an unwillingness to share knowledge that may hurt an organization’s survival is seen as being seriously unethical. In the proposed model of this study, distributive justice, procedural justice, and cooperativeness influence tacit knowledge sharing indirectly via two mediators: organizational commitment and trust in co-workers. Accordingly, instrumental ties and expressive ties influence tacit knowledge sharing indirectly only via the mediation of trust in co-workers. The model (...) is assessed by using data from different companies’ employees, who attend an evening college in Taiwan for advance study. The test results of this study indicate that tacit knowledge sharing is affected by distributive justice, procedural justice, and cooperativeness indirectly via organizational commitment. Additionally, tacit knowledge sharing is also affected by distributive justice, instrumental ties, and expressive ties via trust in co-workers. The paths from procedural justice and cooperativeness to trust in co-workers are shown to be insignificant. Managerial implications of the empirical findings are also provided. (shrink)