Economic cybercrime is one of the unwelcomed consequences of unprecedented intrusion of the Internet in our daily lives. Academic interest in understanding the causes and adverse impacts of cybercrime is growing. Opportunity perspective, which perceives individuals’ daily routines and lifestyles as the primary facilitator of victimization, has been widely applied as a theoretical and conceptual framework in cybercrime victimization research. However, this approach put the responsibility of the victimization on victims explicitly, which hampers the application of crime prevention and reduction efforts. This book presents the Contextual Vulnerabilities approach based on the significant findings of a doctoral study conducted at Durham University in the United Kingdom. Contextual vulnerabilities approach posits that cybercrime victimization is the outcome of the confluence of contextual factors that are mostly beyond victims’ control. This approach presumes that controlling individual (micro-level), macro-level and socio-cultural vulnerabilities may prevent cybercrime victimization. Though the preliminary goal of this book is to provide a new theoretical perspective to scholars researching victimization in cyberspace, I hope the wider audience would find it informative.

This study, which is based on a PhD thesis; examines, with an integrative perspective, the effects of employees’ perceptions about the empowering behavior of their immediate supervisor on employees’ psychological empowerment, and the effects of employees’ psychological empowerment on their job satisfaction, extrinsic reward satisfaction, affective commitment towards their organizations, turnover intentions; and task performance and organizational citizenship behavior. In addition, this study makes comparisons between the strength of some of the hypothesized relationships.

The primary finding of the study is that there is a strong relationship between enhancing meaningfulness- providing autonomy dimension of empowering behavior of supervisors and employees’ psychological empowerment. Another important finding is that there are positive relationships between empowering behavior of supervisors and employees’ job satisfaction, extrinsic reward satisfaction, and affective commitment.

The results also indicate that the impact of empowerment on job satisfaction is stronger than that on extrinsic reward satisfaction, and the impact of job satisfaction on turnover intention is stronger than that of extrinsic reward satisfaction. Finally, there are negative influences of empowerment on employees’ task performance and organizational citizenship behavior.