<?xml version="1.0" encoding="UTF-8"?><xml><records><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%">Venelin Georgiev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Productive and Counter-Productive Balance in Security</style></title><secondary-title><style face="normal" font="default" size="100%">CSDM Views</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">balance</style></keyword><keyword><style  face="normal" font="default" size="100%">capabilities</style></keyword><keyword><style  face="normal" font="default" size="100%">resources</style></keyword><keyword><style  face="normal" font="default" size="100%">Risk</style></keyword><keyword><style  face="normal" font="default" size="100%">security</style></keyword><keyword><style  face="normal" font="default" size="100%">threats</style></keyword><keyword><style  face="normal" font="default" size="100%">Vulnerabilities</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year></dates><number><style face="normal" font="default" size="100%">44</style></number><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The research efforts in the field of security strengthens its relevance in conditions of crises, which are not lacking in modern times. Returning to fundamental questions such as why security is important and what makes it difficult to create an acceptable level of security allows, on the one hand, to reveal some erroneous theses, and on the other hand, to add perspectives in the search for rational answers. The material draws a parallel between two types of security balances, defined as productive and counter-productive. Based on the comparison, challenges to finding balanced solutions to security issues viewed as multifactorial functions are presented.</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%">Marleen Easton</style></author><author><style face="normal" font="default" size="100%">Vanessa Laureys</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Behind Blue Lights: Exploring Police Officers’ Resilience after the Terrorist Attack at Brussels Airport on March 22, 2016</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%">coping</style></keyword><keyword><style  face="normal" font="default" size="100%">Organization</style></keyword><keyword><style  face="normal" font="default" size="100%">police</style></keyword><keyword><style  face="normal" font="default" size="100%">resilience</style></keyword><keyword><style  face="normal" font="default" size="100%">resources</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">Summer 2020</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">19</style></volume><pages><style face="normal" font="default" size="100%">77-97</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This case study on the terrorist attack at Brussels Airport on March 22, 2016 explores the experiences of police officers concerning (a) their coping strategies after the terrorist attack and (b) the (in)formal workplace social support that affects their resilience. A qualitative, exploratory research method was used to answer the research questions, consisting of a content analysis of the police organization, a participant observation and 31 in-depth interviews with police officers who were on active duty during the terrorist attack. The results of this research show that the interviewed police officers primarily adopt engagement coping strategies after the terrorist attack, of which the most cited one is talking to others, followed by engaging in positive action, behavioral distraction, self-evaluation, positive self-talk and emotional numbing. Second, this study revealed that (in)formal workplace social support plays a significant role to foster police officers’ resilience after a terrorist attack. Informally, getting acknowledged for the efforts made during the terrorist attack and for psychological loss afterwards is crucial in this process. Besides, emotional support from both colleagues and supervisors is identified as essential. However, the ruling ‘macho’ culture within the police organization is perceived as hampering to talk freely about emotions. Formally, respondents place emphasis on a proper debriefing and a well-organized, easily accessible psychological aftercare. This scientific contribution provides insight into the best practices the police organization can apply to promote the resilience and performance of its employees.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><section><style face="normal" font="default" size="100%">77</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%">Aneta Nowakowska-Krystman</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Maritime Piracy as a Form of Organized Crime: A Strategic Management Approach</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%">competencies</style></keyword><keyword><style  face="normal" font="default" size="100%">Maritime terrorism</style></keyword><keyword><style  face="normal" font="default" size="100%">resources</style></keyword><keyword><style  face="normal" font="default" size="100%">skills</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">Summer 2016</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">15</style></volume><pages><style face="normal" font="default" size="100%">41-53</style></pages><abstract><style face="normal" font="default" size="100%">The features of successful criminal organizations, including maritime piracy organizations, seem to be consistent with those that have been observed in business organizations. Research has proved that the sources of advantage and value creation in business organizations are intangible factors, including leadership, obsession for action, and creativity, among others. The idea behind this presentation of maritime piracy is based on the theory of the resources, skills and competencies of strategic management. According to the classification which has been adopted, it has been observed that the success factors of maritime piracy are: skill capital, innovative capital, and client capital. The observations were made using office-based research and a diagnostic survey.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><section><style face="normal" font="default" size="100%">41</style></section></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%">Valeri Ratchev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Slovenia: Capabilities, Organisations, Policies, and Legislation in crisis management and disaster response</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%">Civil protection</style></keyword><keyword><style  face="normal" font="default" size="100%">disaster preparedness</style></keyword><keyword><style  face="normal" font="default" size="100%">disaster response</style></keyword><keyword><style  face="normal" font="default" size="100%">legislative base</style></keyword><keyword><style  face="normal" font="default" size="100%">resources</style></keyword><keyword><style  face="normal" font="default" size="100%">Slovenia</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June 2015</style></date></pub-dates></dates><number><style face="normal" font="default" size="100%">123</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><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">According to official reports, Slovenia is threatened by a variety of natural hazards, mostly earthquakes, floods, landslides, hail, storms, sleet, frost, and fire. The country has one nuclear power plant and a large industrial sector that operates dangerous substances – a potential source of ecological damages and catastrophic accidents.

The recent civil protection system has been constructed after 1992 by means of the adoption of a number of legislative acts and organisational reforms. The core characteristic of the civil protection system of Slovenia is that protection against natural and man-made disasters has been separated from the national defence system. This way, an integral and functionally unified system has been established based on common goals and principles. However, the main administrative and co-ordination structure for civil protection – Administration of the Republic of Slovenia for Civil Protection and Disaster Relief (ACPDR) is a constituent body of the Ministry of Defence.

Conceptually, the civil protection and rescue system is one of the three pillars of national security along with the defence system and the internal security system. However, “civil protection” in Slovenia is a relatively narrow concept which is common elsewhere in the EU. It includes very specific range of activities, commanding and co-ordinating bodies and specialised units for interventions and rescue in emergencies.

The system is built at three levels – national, regional and municipality. Functionally the focus is on regional capabilities and local authorities, supported by the state. Commercial entities, civil organisations and citizens have legally prescribed important functions for prevention, monitoring, alarming and responding to any extreme developments. Volunteering has a long lasting tradition in Slovenia.

Key civil protection stakeholders are the National Assembly, the Government, particular ministers, and the civil protection service that includes commanders, headquarters and heads of intervention and rescue units, and the local authorities. The administrative and specific expert tasks related to protection against natural and other disasters are carried out by the ACPDR, which is a multi-sectorial and coordinating body.

The units of the Slovenian Armed Forces and the Police are to carry out protection and rescue tasks related to their training and equipment. Their participation in protection and rescue operations is decided upon by the government and in emergency cases by the respective ministers at the request of the Commander of Civil Protection of the Republic of Slovenia.

Annually, Slovenia allocates approximately 0.5% of its national budget for civil protection while municipalities earmark 3% of their budgets. Protection against fire is partly financed from the fire fund, which is generated from a tax on fire insurance.</style></abstract></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%">Michael Dimitrov</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Why the Organization Needs Information Security Policy and Programme</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%">adaptability</style></keyword><keyword><style  face="normal" font="default" size="100%">Information</style></keyword><keyword><style  face="normal" font="default" size="100%">Information Security</style></keyword><keyword><style  face="normal" font="default" size="100%">information security policy</style></keyword><keyword><style  face="normal" font="default" size="100%">information security programme</style></keyword><keyword><style  face="normal" font="default" size="100%">Organization</style></keyword><keyword><style  face="normal" font="default" size="100%">resources</style></keyword><keyword><style  face="normal" font="default" size="100%">threat</style></keyword><keyword><style  face="normal" font="default" size="100%">vulnerability</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December 2013</style></date></pub-dates></dates><number><style face="normal" font="default" size="100%">109</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><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This report outlines the reasons why each organization needs to adopt an information security policy and an information security programme, emphasising the competitive advantages based on improved adaptation capabilities. First, it examines the concept of information security. On that basis, the author represents possible formulation of organizational objectives. The examination of organizational activities in a competitive context allows to formulate specific ways in which information becomes of utmost significance. The report includes examples demonstrating the need to establish an information security policy and an information security programme, including description of threats and vulnerabilities that, unless adequately managed, could decrease the organizational capabilities to achieve their goals.</style></abstract></record></records></xml>