Flood is the major natural hazard in Malaysia in terms of populations affected, area extent, frequency, social–economic damage, and flood duration. This shows the importance of providing comprehensive and effective flood mitigation management, which requires government agencies to enhance their employment performance that involves technological innovation. A flood early warning and response system (FEWRS) is essential to ensure that all stakeholders receive the right information and are provided with necessary actions and response information to avoid loss of lives and property. It should have some effective usability features and success components of its strategic information access and display; existing FEWRS fail and often do not effectively provide information on flood disasters to reduce their impacts at a local level to save the population’s lives. The measurement of information system (IS) success remains a top concern for researchers, managers, and practitioners. Therefore, this study seeks to provide a systematic overview of the most successful model of employment-related technical advancement for the management of flood disasters to improve its employees’ performance. In addition, examined factors that affect the successful implementation of flood management approaches, based on a systematic literature review among IS, show interrelationship of success factors. Findings from the literature suggest that the DeLone and McLean (D&M) model is the most widely employed model, recorded in 28 studies (39%). Further description of the 28 studies indicates that the D&M was either adopted alone or integrated with other theories. Moreover, results suggest the D&M is has been applied alone 39% of the time and has been extended 29% of the time; in total, 68% of the time, D&M has been applied either alone or extended in the information system domain. Additionally, 22% of the time it has been integrated with other theories.

Purpose: This study investigates the influence of inclusion of nonfamily employees in family firms on their intellectual, social and affective engagement at the workplace. Furthermore, the framework proposed in the study considers the possible moderating influence of procedural justice in the above relationships.Design/methodology/approach: A conceptual framework is developed with the support of the self-determination theory (SDT) and the social exchange theory. The study tests a set of hypotheses using survey data from 654 nonfamily employees working in private family firms in Malaysia.Findings: The results reveal that inclusion has a positive and significant relationship with intellectual, social and affective engagement. While procedural justice moderates the association between inclusion and intellectual and affective engagement, it does not moderate the relationship between inclusion and social engagement.Research limitations/implications: The outcome of this study presents a nuanced understanding on how perceptions of inclusion of nonfamily employees by the dominant work group (DWG) (i.e. employees related to the firm owners) lead to positive firm-centric behavior among nonfamily employees.Practical implications: The study provides clues to family firm managers for creating a work environment where nonfamily employees perceive a sense of belongingness while their uniqueness is appreciated in order to be more engaged at the workplace.Social implications: Little is known about how diversity created within family firms by inclusion of nonfamily employees impacts organizations. The outcome of this study may reinforce the positive effects of inclusiveness in any social context.Originality/value: Diversity researchers have studied the influence of inclusion in areas related to sociology and psychology. However, there appears to be a dearth of studies in terms of how nonfamily employees would behave in family firms when they perceive a sense of inclusion in an organization dominated by employees who are related to the owners of the firm. Hence, this study appears to shed new light on how inclusion of nonfamily employees in family firms influences their behavior.