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Employee compliance with information system security policies (ISSPs) has been emphasized as a key factor in protecting information assets against insider threats. Even though previous studies have identified extrinsic factors (in the form of external pressure, rewards and social norms) influencing employee compliance, the functioning of employees' intrinsic motivation has not been clearly analyzed. Thus, the aim of this study is to explore the influence of intrinsic motivations on employees' ISSP compliance.

This study follows a survey approach and conducts structural equation modeling using WarpPLS 5.0 to test the research model and hypotheses. The survey respondents are users of an enterprise digital rights management (EDRM) system.

The analysis results demonstrate that work impediments, perceived responsibility and self-efficacy significantly influence the intention to comply with ISSP. Additionally, autonomy significantly affects self-efficacy and perceived responsibility. Furthermore, autonomy plays a moderating role in the relationship between work impediment and ISSP compliance intentions.

This study initiatively explores the effect of intrinsic motivations on ISSP compliance intention of employees for a specific information security system (i.e. the EDRM system). This study clarifies the enabling role of intrinsic motivations in ISSP compliance and helps organizations to understand that employee's self-motivated intention, i.e. autonomy, is an essential factor that achieves a higher level of ISSP compliance in the workplace.

The purpose of this study was to describe teacher candidate perceptions of the influence of solution-focused brief coaching (SFBC) sessions on movement toward self-identified outcomes. The SFBC approach emanated from the London-based organization BRIEF: The Centre for Solution Focused Practice (BRIEF, n.d.).

This qualitative study engaged ten participants in two SFBC sessions. In the first coaching session, participants identified a “preferred future” and described what would be happening when it came to fruition. Coaches employed SFBC elements such as the “miracle question,” scaling questions, descriptions of strengths and recognition of resources already in place (Iveson et al., 2012). In the second session, following coaching, participants shared their perceptions and experiences of the SFBC process.

All participants reported movement toward desired outcomes, and their perceptions of the SFBC process revealed five themes: an increase in positive emotion, enhanced self-efficacy, value in the co-construction of their preferred future, the coaching process as a catalyst for actualizing their preferred future and adoption of a solution-focused lens in other contexts.

This study answers the call for additional research in three areas: it provides data from completed SFBC sessions, examines participant follow-up on progress toward their preferred futures and provides insight regarding the coaching relationship dynamic. In addition, it provides qualitative findings for the SFBC approach, which have traditionally been dominated by quantitative results.