<?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%">Philipp Fluri</style></author><author><style face="normal" font="default" size="100%">Tamar Pataraia</style></author><author><style face="normal" font="default" size="100%">Todor Tagarev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Leadership in the Defense and Security Sector in the 21st Century</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%">authoritarianism</style></keyword><keyword><style  face="normal" font="default" size="100%">capabilities-based defense planning</style></keyword><keyword><style  face="normal" font="default" size="100%">China military leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">culture</style></keyword><keyword><style  face="normal" font="default" size="100%">Hofstede</style></keyword><keyword><style  face="normal" font="default" size="100%">human resource management</style></keyword><keyword><style  face="normal" font="default" size="100%">Indo-Pacific</style></keyword><keyword><style  face="normal" font="default" size="100%">NATO School Oberammergau</style></keyword><keyword><style  face="normal" font="default" size="100%">neo-authoritarianism</style></keyword><keyword><style  face="normal" font="default" size="100%">Russia- Ukraine war</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%">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%">5-9</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This editorial article introduces the reader to the rationale for revisiting the subject of leadership in the defense and security sector, highlights
the challenges of analyzing the topic during the ongoing Russian war in Ukraine, and then presents the content of this special issue of Connections:
The Quarterly Journal. The contributors address diverse topics, such as the elicitation of desired leadership traits on the basis of the curricula of selected courses of the NATO School Oberammergau, the experience of China in introducing Western leadership concepts in the education and training of future military leaders, the experience of Ukraine in leading the enhancement of human resource management in the ministry of defense as part of the capabilities-based planning process, and the dangers for Ukraine in falling into the trap of authoritarian leadership during the current war with Russia. Three additional articles examine the interconnections between leadership in communication, respectively, in Hungary’s law enforcement organizations, the impact on organizational design, and the role of strategic narratives in Taiwan’s soft power and its positioning in the Indo-Pacific region.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><section><style face="normal" font="default" size="100%">5</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%">Andrija Kozina</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Culture of Military School: The Example of the Dr. Franjo Tudjman Croatian Defense Academy</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%">culture</style></keyword><keyword><style  face="normal" font="default" size="100%">hierarchical form</style></keyword><keyword><style  face="normal" font="default" size="100%">military organization</style></keyword><keyword><style  face="normal" font="default" size="100%">school life</style></keyword><keyword><style  face="normal" font="default" size="100%">subculture</style></keyword><keyword><style  face="normal" font="default" size="100%">taxonomy</style></keyword><keyword><style  face="normal" font="default" size="100%">university study programs</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%">Summer-Fall 2019</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">18</style></volume><pages><style face="normal" font="default" size="100%">45-63</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Culture is defined in various ways. It often depends on an indi's experiences, the associated era, and societal norms and values. The various definitions indicate that culture is a contextually dependent concept. It is something by which the identity of a person, group, community, minority, organization, or nation can be recognized. Schools, as special educational institutions, have their own specific cultures. Each school's culture may be defined as its way of life and work, the influence of tradition, and the behavior of those attending which includes the teachers and all of its employees. Military organizations, which are some of the oldest and most prominent institutions, are specific working environments with a distinctive culture. Joining the armed forces involves giving up part of ones private life in order to become a soldier, a noncommissioned officer (NCO) or an officer. When a person enters a military school system, significant life changes occur, with the acceptance of different forms of personal, social, and professional activities. This article analyzes the Dr. Franjo Tuđman Croatian Defense Academy education system to identify the distinctive characteristics of a military school culture.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><section><style face="normal" font="default" size="100%">45</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%">Yantsislav Yanakiev</style></author><author><style face="normal" font="default" size="100%">Dimitrina Polimirova</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Role of the Human Factor in Cyber Security: Results from an Expert Survey in Bulgaria</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%">culture</style></keyword><keyword><style  face="normal" font="default" size="100%">Cybersecurity</style></keyword><keyword><style  face="normal" font="default" size="100%">expert assessment</style></keyword><keyword><style  face="normal" font="default" size="100%">Organization</style></keyword><keyword><style  face="normal" font="default" size="100%">policy</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;While technological solutions are being developed to enhance cyber security, there is increasing awareness that besides a technical approach the role of human performance, decision making and organizational culture are critical to increase the effectiveness of responses to evolving cyber threats. Hence, the focus of this paper is on the role of the human factors in cyber security. It presents an analysis of data from a Subject Matter Experts&amp;rsquo; study carried out in Bulgaria in the end of 2018 in the framework of the project &amp;ldquo;Cyber security and opportunities for application of innovative technologies in the state administration of the Republic of Bulgaria.&amp;rdquo; The data was collected via online survey from 92 experts from the state administration, academia and business organizations.&lt;/p&gt;&lt;p&gt;&amp;nbsp; The paper covers the following topics: 1) The most important issues in cyber security in Bulgaria and the role of the human factors among them; 2) Recruitment, Retention, Education &amp;amp; Training of IT personnel; 3) The human factors as a source of security breaches; and 4) Future research in the area of human factors in cyber security. Based on the analysis of the data, conclusions and recommendations are summarized regarding the ways to change the role of the human factor from the system&amp;rsquo;s &amp;ldquo;weakest link&amp;rdquo; to a powerful resource to detect and mitigate cyber threats.&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%">Judith Reid</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Defense Against Negative 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%">Central Europe</style></keyword><keyword><style  face="normal" font="default" size="100%">culture</style></keyword><keyword><style  face="normal" font="default" size="100%">Eastern Europe</style></keyword><keyword><style  face="normal" font="default" size="100%">Hofstede</style></keyword><keyword><style  face="normal" font="default" size="100%">propaganda</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic communications</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">Summer 2018</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">17</style></volume><pages><style face="normal" font="default" size="100%">52-60</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Strategic messaging is ever more important in the age of explosive social media, and not all information on the Internet is benign. Negative information campaigns were used by Hitler in the Austrian Anschluss, and more recently by Vladimir Putin in the annexation of Crimea and the conflicts in Donetsk and Luhansk. Similarly, seeds of public dissent and discord have been entering through Russian trolls and bots into American social media.
Central and Eastern European countries are particularly vulnerable to negative messaging from Russia, or even from terrorist groups. This article delves into cultural paradigms of the US, Russia and numerous Central and Eastern European societies to uncover cultural areas of vulnerability to outside influences; how the cultural underpinnings of power, competition, individualism, uncertainty avoidance, long term orientation and indulgence can highlight openings to negative influences. It concludes with ideas for nations to guard against unwanted information attacks.
</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue></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%">Judith Reid</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Cultural Foundations of Transparent Governments</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%">culture</style></keyword><keyword><style  face="normal" font="default" size="100%">Defense Institution Building</style></keyword><keyword><style  face="normal" font="default" size="100%">defense reform</style></keyword><keyword><style  face="normal" font="default" size="100%">Hofstede</style></keyword><keyword><style  face="normal" font="default" size="100%">intellectual interoperability</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">Spring 2017</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">16</style></volume><pages><style face="normal" font="default" size="100%">81-89</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">&lt;p&gt;Defense Institution Building focuses on change management at the Ministry of Defense level. In order to make sustainable change in any government, the solution has to work through and with the culture of that society. There are ways to reduce hierarchy and uncertainty in na&amp;shy;tional strategy development, national defense organization, legal con&amp;shy;structs, human resource management, financial management, and educa&amp;shy;tional processes. Cultures change from within. If advisors understand the cultural foundations at work, they can better help countries chart paths toward sustainable, transparent governance.&lt;/p&gt;</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><section><style face="normal" font="default" size="100%">81</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%">Adriana Zobrist Galád</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Challenges and Role of Structures in the Reconstruction of Afghanistan</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%">complexity</style></keyword><keyword><style  face="normal" font="default" size="100%">culture</style></keyword><keyword><style  face="normal" font="default" size="100%">gender attitudes</style></keyword><keyword><style  face="normal" font="default" size="100%">history</style></keyword><keyword><style  face="normal" font="default" size="100%">insurgent networks</style></keyword><keyword><style  face="normal" font="default" size="100%">political perceptions</style></keyword><keyword><style  face="normal" font="default" size="100%">politics</style></keyword><keyword><style  face="normal" font="default" size="100%">social structure</style></keyword><keyword><style  face="normal" font="default" size="100%">tribal networks</style></keyword><keyword><style  face="normal" font="default" size="100%">values</style></keyword><keyword><style  face="normal" font="default" size="100%">way of life</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%">5-35</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">An intervention in Afghanistan that has lasted longer than a decade has not brought about what was most hoped for: security for the Afghan people and stabilization of the entire region. These processes are challenged every day by the complexity of Afghanistan’s social structures: its culture, values, way of life, tribal networks, politics, insurgent networks, and its history. A closer examination of examples of cultural and political structures can provide us with a perspective on this complexity, and on the deeply intertwined relationships among various actors engaged in the Afghan conflict. In this light, we can demonstrate the repeated shortcomings of liberal peace building in the case of Afghanistan.
These examples also manifest the differences in values, attitudes toward gender, and cultural and political perceptions between Afghan and Western societies. The possibilities of conflict resolution, and its foundation in traditional structures—such as local communities, tribal or religious structures, or traditional value sets—offer scenarios for feasible strategies to be explored and possibly implemented.
Acknowledgement of the Afghan reality on the ground and preparation for peace building missions can effectively improve the goals of efforts pursued and carried out by the international community, with a corresponding improvement in results. In a country that has managed to repel foreign invasions in the past, and tends not to accept dictates from the outside, our chances of success in our mission can be increased if we can admit that liberal values might not apply universally. By listening to Afghan voices directly and ensuring their involvement in the process of reconstruction, our respect for the realities of Afghan life, in the context of their values, creates the possibility to set up a successful strategy for Afghanistan’s recovery.
</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue></record></records></xml>