<?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%">Ventsislav Polimenov</style></author><author><style face="normal" font="default" size="100%">Katya Dimitrova</style></author><author><style face="normal" font="default" size="100%">Irena Mladenova</style></author><author><style face="normal" font="default" size="100%">Kamen Iliev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Hackathons as a First Step to Build Digital Competences</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%">Digital Competences</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship skills</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">space technology transfer</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year></dates><volume><style face="normal" font="default" size="100%">53</style></volume><pages><style face="normal" font="default" size="100%">191-204</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Over the last few years, RST-TTO, as an organisation that supports the development of innovation and space technology transfer in sectors such as monitoring and prevention of natural disasters, defence and security, has organised and conducted four international hackathons and two competitions for innovative ideas. Hackathon organisation provides a broad basis for the selection of new innovative ideas in the field of Critical Digital Competencies and is a prerequisite for the creation of start-up and spin-on/off companies. The purpose of this article is to analyse and summarise the experience gained and to propose initiatives to systematise the use of hackathons as an important first step in building digital competence and entrepreneurial skills.</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><section><style face="normal" font="default" size="100%">191</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%">Kirsi Aaltola</style></author><author><style face="normal" font="default" size="100%">Harri Ruoslahti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Societal Impact Assessment of a Cyber Security Network Project</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%">competence development</style></keyword><keyword><style  face="normal" font="default" size="100%">Cybersecurity</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">network co-creation</style></keyword><keyword><style  face="normal" font="default" size="100%">organisational learning</style></keyword><keyword><style  face="normal" font="default" size="100%">skills acquisition</style></keyword><keyword><style  face="normal" font="default" size="100%">societal impact assessment</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%">2020</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">46</style></volume><pages><style face="normal" font="default" size="100%">53-64</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The European Union promotes innovation through its funding programmes for research and innovation. To support the innovation process, one of these projects, ECHO, aims to deliver a Societal Impact Assessment (SIA) toolkit to assess the impact of establishing a European network of cybersecurity competence centres. This article provides an overview of the theoretical foundations on network co-creation and inter-organizational knowledge transfer as learning outcomes, and discusses these approaches in performing impact assessment at the societal level. Literature review on evaluation and assessment, co-creative innovation, and learning approaches are examined, summarized and combined into a learning and SIA-outcomes Matrix. Measurement of impacts through a digital Societal Impact Assessment toolkit can improve the quality of the value creation. Towards that purpose, we offer an approach that combines traditional evaluation and assessment, co-creative innovation, learning and SIA-outcomes in a practical Matrix to provide an applicable element towards a more comprehensive SIA-toolkit for the ECHO network.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><section><style face="normal" font="default" size="100%">53</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%">Nzioki, Veronica Waeni</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Technology as a Resilience Factor in Peace Operations</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%">adaptation</style></keyword><keyword><style  face="normal" font="default" size="100%">foresight</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">peace operations</style></keyword><keyword><style  face="normal" font="default" size="100%">resilience</style></keyword><keyword><style  face="normal" font="default" size="100%">technology</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%">Fall 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%">69-85</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Peace operations have undergone significant shifts since their conceptualization. They have transitioned from monitoring ceasefires in interstate conflicts to supporting the implementation of comprehensive peace agreements. Some peace operations are now involved in stabilization and increasingly in the protection of civilians. Others are operating in areas experiencing violent extremism, terrorism, transnational organized crime, and violent intrastate conflict largely involving non-state armed groups. These changes, coupled with transformations in the global order, call for adaptation and resilience of peace operations to ensure that they are “fit for purpose” to meet present and future security needs. Central to this adaptation and resilience are the ‘tools,’ ‘technologies’ and ‘equipment’ peacekeepers employ. This article looks into the resilience of peace operations from a technological and innovation angle, examining how technology can/is enhancing the resilience of peace operations and how peace operations are adopting and leveraging new technologies to implement their evolving mandates and adapt to changing conflict dynamics. Actors in peace operations and their national technological capabilities (or lack thereof) strengthen or undermine the collective resilience of the wider peace operations’ architecture. The article argues that agility, foresight, and anticipation, matched with timely adaptation to technological developments and innovative systems of operations, are essential components in the resilience of peace operations amidst changing security dynamics.</style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><section><style face="normal" font="default" size="100%">69</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>47</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Nina Dobrinkova</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Innovation for Crisis Management: DRIVER+ and the Crisis Management Innovation Network Europe</style></title><secondary-title><style face="normal" font="default" size="100%">DIGILIENCE 2019</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">crisis management</style></keyword><keyword><style  face="normal" font="default" size="100%">disasters</style></keyword><keyword><style  face="normal" font="default" size="100%">DRIVER+</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">methodology</style></keyword><keyword><style  face="normal" font="default" size="100%">resilience</style></keyword><keyword><style  face="normal" font="default" size="100%">trial</style></keyword><keyword><style  face="normal" font="default" size="100%">Wildfire</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">2-4 October</style></date></pub-dates></dates><pub-location><style face="normal" font="default" size="100%">Sofia, Bulgaria</style></pub-location><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">&lt;p&gt;Launched in May 2014, the DRIVER+ (Driving Innovation in Crisis Management for European Resilience) project aims to cope with current and future challenges, due to increasingly severe consequences of natural disasters and terrorist threats, by the development and uptake of innovative solutions that are addressing the operational needs of practitioners dealing with Crisis Management. In a series of for trials, DRIVER+ demonstrated the benefits and enhanced the Trial Guidance Methodology (TGM), the Portfolio of Solutions (POS), and contributed to the shared understanding in Crisis Management across Europe, through the enhancement of the cooperation framework.&lt;/p&gt;&lt;p&gt;&amp;nbsp;&amp;nbsp; The Crisis Management Innovation Network Europe (CMINE) plays an important role for the latter and contributes to the uptake of project results. We will present CMINE and its task groups with a focus on the group dealing with wildfires.&lt;/p&gt;&lt;p&gt;This paper is included in the program of &lt;a href=&quot;https://digilience.org&quot;&gt;DIGILIENCE 2019&lt;/a&gt; and will be published in the post-conference volume.&lt;/p&gt;</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%">Leendert van Bochoven</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Industry and Policy: Partnerships in Disruptive Times</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%">co-creation</style></keyword><keyword><style  face="normal" font="default" size="100%">cognitive</style></keyword><keyword><style  face="normal" font="default" size="100%">ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">industry</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">partnerships</style></keyword><keyword><style  face="normal" font="default" size="100%">policy</style></keyword><keyword><style  face="normal" font="default" size="100%">public-private collaboration</style></keyword><keyword><style  face="normal" font="default" size="100%">technology</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year></dates><volume><style face="normal" font="default" size="100%">15</style></volume><pages><style face="normal" font="default" size="100%">19-29</style></pages><abstract><style face="normal" font="default" size="100%">The rate of (technological) change in today´s dynamic environment calls for new policies and collaboration models between governments and industry. Two key elements will underpin successful policies for dealing with innovation and the impact of technology: an innovation ecosystem and an innovation platform. Just like companies are involving customers in private sector innovation, governments are seeking to involve citizens. There is a growing trend to engage citizens more and more in the co-creation of public services. The citizen co-creation approach also has merits for the defense and security industry, and there are several successful examples showcasing new ways of collaboration, overcoming the traditional obstacles. Three key recommendations will enable governments to overcome innovation challenges. These recommendations depend on two essential enablers to deal with disruptive innovation in government organizations: an innovation ecosystem and an innovation platform. Without both, innovation is for sure going to fail. Given the rate of unprecedented technological change, governments, militaries and businesses have to find creative ways to work and innovate together.</style></abstract><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%">Programme for management of the Institute of Information and Communication Technologies of the Bulgarian Academy of Sciences</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%">balanced scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">budgeting</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">IT4Sec reports</style></keyword><keyword><style  face="normal" font="default" size="100%">oversight</style></keyword><keyword><style  face="normal" font="default" size="100%">R&amp;D management</style></keyword><keyword><style  face="normal" font="default" size="100%">SWOT analysis</style></keyword><keyword><style  face="normal" font="default" size="100%">TRL</style></keyword><keyword><style  face="normal" font="default" size="100%">vision</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%">2010</style></date></pub-dates></dates><number><style face="normal" font="default" size="100%">55</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%">„Programme for Managing and Development of the Institute of Information and Communication Technologies of the Bulgarian Academy of Sciences”.  This management programme was prepared for the procedure for appointment of director of the Institute of Information and Communication Technologies (IICT) of the Bulgarian Academy of Sciences, established through merger of three academic institutes. It is based on a SWOT analysis. The report presents the fundament of a balanced scorecard for assessing the results and the performance of a modern research and technology organisation.</style></abstract></record></records></xml>