<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Yuan-Ming Chiao</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Chains, Continuums, and Virtuous Cycles: Parsing Taiwan’s Strategic Narratives and Soft Power Leadership in the Indo-Pacific</style></title><secondary-title><style face="normal" font="default" size="100%">Connections: The Quarterly Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Indo-Pacific</style></keyword><keyword><style  face="normal" font="default" size="100%">Leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic narratives</style></keyword><keyword><style  face="normal" font="default" size="100%">Taiwan</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year><pub-dates><date><style  face="normal" font="default" size="100%">Winter 2022</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">21</style></volume><pages><style face="normal" font="default" size="100%">89-103</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Following the outbreak of the coronavirus pandemic in late 2019, Taiwan’s international profile rose to prominence. Its public diplomatic campaign in distributing then-depleted stocks of facemasks provided a degree of international solidarity in a growing atmosphere of economic nationalism. Its government-led strategy of preventative measures that kept normalcy on the island while large swaths of the world entered restrictive lockdowns also became a model of resilient public health policies and trust in government directives. Capitalizing on these developments, Taiwan’s soft power approach toward its constrained international profile also took on new prominence as it sought to leverage its technological leadership in the context of disrupted, vulnerable global supply chains. This article analyzes Taiwan’s strategic narratives as it invests in conceptualizing an arena of increased great power contestation: the Indo-Pacific. It focuses on how elite narratives have employed several discursive strategies that increasingly aim to redirect and reorient supply chains to meet the (un)certainties of geopolitical ideological positioning.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><section><style face="normal" font="default" size="100%">89</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Amber Evans</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Impact of Organizational Design and Leadership on Strategic Communications</style></title><secondary-title><style face="normal" font="default" size="100%">Connections: The Quarterly Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">Military Information Support Operations</style></keyword><keyword><style  face="normal" font="default" size="100%">MISO</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational design</style></keyword><keyword><style  face="normal" font="default" size="100%">psychological operations</style></keyword><keyword><style  face="normal" font="default" size="100%">StratCom</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic communication</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year><pub-dates><date><style  face="normal" font="default" size="100%">Winter 2022</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">21</style></volume><pages><style face="normal" font="default" size="100%">73-87</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Information warfare, including strategic communications, is becoming ever more crucial in defending national interests and competing globally. Therefore, organizations are increasingly employing strategic communications within the information environment to pursue the organization’s mission and goals. Unfortunately, many organizations lack strategic, structural, and environmental alignment, resulting in reduced efficiency and effectiveness of strategic communications. This article explores the current structure of many organizations defending and competing in a turbulent information environment, proposes a different configuration that balances efficiency and effectiveness, outlines the importance of innovation, and emphasizes the strategic role of leadership throughout the organization and change process.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><section><style face="normal" font="default" size="100%">73</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Glen Segell</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Selective Leadership Expectations in a Multinational Force Context Examined through NATO Training</style></title><secondary-title><style face="normal" font="default" size="100%">Connections: The Quarterly Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">commissioned officer</style></keyword><keyword><style  face="normal" font="default" size="100%">Leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">NATO</style></keyword><keyword><style  face="normal" font="default" size="100%">NATO School Oberammergau</style></keyword><keyword><style  face="normal" font="default" size="100%">non-commissioned officer</style></keyword><keyword><style  face="normal" font="default" size="100%">North Atlantic Treaty Organization</style></keyword><keyword><style  face="normal" font="default" size="100%">training</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year><pub-dates><date><style  face="normal" font="default" size="100%">Winter 2022</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">21</style></volume><pages><style face="normal" font="default" size="100%">11-23</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Military personnel with leadership roles may be expected to require some additional specialist training to be more effective in the NATO context, given its multinational environment. That includes the command of forces not necessarily from their own country. To describe and evaluate such leadership expectations, this article examines NATO training and uncovers the expectations defined by the training. The analysis of five courses offered by the NATO School Oberammergau helps determine these expectations in the specific areas for specific ranks and the value-added of the training and its content. For example, non-commissioned officers with ranks OR-4/OR-5 are expected to lead in interoperability, OR-6/OR-7 in rules of engagement, combating trafficking in human beings and tackling organized crime, and OR-8/OR-9 in international ethics and law of armed conflict. Commissioned officers with ranks OF-4/OF-9 are expected to lead in integrity-building and anti-corruption activities. Between 2015 and 2021, there have been a total of 1 555 trainees on these five courses that, given their ranks, could mean that they would be leading over 85 000 subordinates in deployment.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><section><style face="normal" font="default" size="100%">11</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Thomas Labouche</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Has U.S. Leadership Been Revitalized Through Barack Obama’s Innovative Use of Force?</style></title><secondary-title><style face="normal" font="default" size="100%">Connections: The Quarterly Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Afghanistan</style></keyword><keyword><style  face="normal" font="default" size="100%">Barack Obama</style></keyword><keyword><style  face="normal" font="default" size="100%">diplomacy</style></keyword><keyword><style  face="normal" font="default" size="100%">doctrine</style></keyword><keyword><style  face="normal" font="default" size="100%">Egypt</style></keyword><keyword><style  face="normal" font="default" size="100%">Gaddafi</style></keyword><keyword><style  face="normal" font="default" size="100%">Iran</style></keyword><keyword><style  face="normal" font="default" size="100%">Iraq</style></keyword><keyword><style  face="normal" font="default" size="100%">Israel</style></keyword><keyword><style  face="normal" font="default" size="100%">Leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">Libya</style></keyword><keyword><style  face="normal" font="default" size="100%">NATO</style></keyword><keyword><style  face="normal" font="default" size="100%">Responsibility To Protect</style></keyword><keyword><style  face="normal" font="default" size="100%">Syria</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">Spring 2012</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">11</style></volume><pages><style face="normal" font="default" size="100%">37-52</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">2</style></issue></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>27</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Todor Tagarev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Concept for Strategic Defence Managenment</style></title><secondary-title><style face="normal" font="default" size="100%">IT4Sec Reports</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">assessment</style></keyword><keyword><style  face="normal" font="default" size="100%">audit</style></keyword><keyword><style  face="normal" font="default" size="100%">capability development</style></keyword><keyword><style  face="normal" font="default" size="100%">capability requirements review</style></keyword><keyword><style  face="normal" font="default" size="100%">command and control</style></keyword><keyword><style  face="normal" font="default" size="100%">control</style></keyword><keyword><style  face="normal" font="default" size="100%">Defence governance</style></keyword><keyword><style  face="normal" font="default" size="100%">defence policy review</style></keyword><keyword><style  face="normal" font="default" size="100%">IT4Sec reports</style></keyword><keyword><style  face="normal" font="default" size="100%">Leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">policy guidance</style></keyword><keyword><style  face="normal" font="default" size="100%">SDR</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2010</style></year><pub-dates><date><style  face="normal" font="default" size="100%">February 2010</style></date></pub-dates></dates><number><style face="normal" font="default" size="100%">46</style></number><publisher><style face="normal" font="default" size="100%">Institute of Information and Communication Technologies</style></publisher><pub-location><style face="normal" font="default" size="100%">Sofia</style></pub-location><volume><style face="normal" font="default" size="100%">46</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">IT4Sec Reports 46 presents a concept for strategic defence management, i.e. for maintaining the alignment among defence objectives, strategies and tools in a changing force development environment, created for Bulgaria’s Ministry of Defence. It provides an overview of main principles, governance functions and management process in defence, as well as the main steps for the implementation of the concept. A relevant organisational structure of the Ministry of Defence and a structure of the defence programmes are presented in annexes to the report.</style></abstract></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">George Handy</style></author><author><style face="normal" font="default" size="100%">John Kimball</style></author><author><style face="normal" font="default" size="100%">Jeffrey Winbourne</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Building a Sound and Flexible Emergency Response System Hard Won Lessons in Disaster Management</style></title><secondary-title><style face="normal" font="default" size="100%">Information &amp; Security: An International Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Communications</style></keyword><keyword><style  face="normal" font="default" size="100%">Disaster Management</style></keyword><keyword><style  face="normal" font="default" size="100%">Emergency Response System</style></keyword><keyword><style  face="normal" font="default" size="100%">Hurricane Katrina</style></keyword><keyword><style  face="normal" font="default" size="100%">Leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">Organization</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2006</style></year><pub-dates><date><style  face="normal" font="default" size="100%">2006</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">19</style></volume><pages><style face="normal" font="default" size="100%">31-38</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Emergency management systems’ failure to mitigate the devastation caused by hurricane Katrina imposed a number of unfortunate lessons from this disaster, lessons hard won and learned. These lessons are worth repeating for the benefit of the international emergency management community. Lessons this paper seeks to convey: the significance of organization and leadership, with communications as the critical link between them, to advance disaster responsiveness. Particular emphasis is placed on the role of communications, in its multiple modes, as it applies to disaster response management relevant to both Bulgaria and the Black Sea Basin/ Balkan region.</style></abstract></record></records></xml>