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AbstractThe increasing threat of cyberattacks has resulted in increased efforts by both the U.K. government and regulatory authorities to coordinate efforts to influence cybersecurity risk management practices in the U.K. insurance sector, focusing on cyber risk underwriters. This paper provides an evaluation of these arrangements. It first provides a descriptive overview of the key U.K. regulatory authorities and the evolution of their efforts over the past decade, as well as the scope for broader collaborations with industry and member-based associations and international organisations. It then evaluates the effectiveness of these efforts by providing a multi-method study of the incidence, nature and evolution of cost of data breaches, investment in computer systems and software intangible assets at risk of cyberattack, and a content analysis of annual reports of both U.K. regulators and a sample of U.K. insurers. The findings suggest that while both the total costs of data breaches and the size of investment in computer systems and software intangibles at risk of cyberattack have gradually increased over time, the degree of engagement with cyber as a reporting issue by both cyber insurers and financial regulators has not. It is concluded that while these efforts have been apparently successful in avoiding a large-scale, systemic cyberattack on the U.K. insurance industry, there are significant gaps and overlaps in the system of cyber regulatory oversight.

An aggregate data analysis of open housing referenda held in 5 cities: Toledo, Ohio & Jackson, Flint, Birmingham & Saginaw in Mich. The results indicate that race (Negro) & high SES r strongly with votes favorable to open housing. The variables of age, % Democrat, & educ which predicted a favorable vote for open housing in other studies were unsupported. The referenda in the Mich cities forbode a more sanguine future for open housing referenda in the US. AA.

AbstractThe resilience of critical infrastructures in cities is key to being prepared for future crises. The challenge of enhancing critical infrastructure resilience addresses a multitude of actors. However, we lack conceptual, as well as empirical, understanding of how these different actors are coordinated. Therefore, this contribution asks how the different actors involved in critical infrastructure governance are coordinated at the local level. With the help of a typology of network governance coordination (political leadership, mutual exchange, and positive coordination), we look at the critical infrastructure crisis management in major German cities based on survey data with the scenario of a long‐lasting, supraregional power outage. The results show that political leadership coordination, as a unilateral and information‐based way of addressing public and private actors, is the dominant type. Only a quarter of the cities have chosen measures of mutual exchange coordination based on the consultation in an ad hoc manner. Measures of positive coordination where institutionalized joint planning is central are taken up only by a minority of German cities. Assuming that positive coordination is particularly important in dealing with unexpected events, positive coordination emerges as the missing piece of the resilience puzzle for many German cities.

ABSTRACTGeneral propositions about the policy resources of a state higher education coordinating board, some determinants of state–level coordination of institutions of higher education, the function of conflict in coordination, the role of a coordinating board in policy making., and conditions under which coordination of institutions and policy implementation may be successful are presented. The conclusion is that a coordinating board, plays an important system–maintenance function and that it is an active rather than passive policy actor, that there are several conditions under which coordination and policy implementation may occur, and that a coordinating board's ability to implement policy in especially dependent upon the political support that it receives and its ability to mobilize resources outside the higher education system.

Response plans developed thoroughly are suggestive of a successful action, but there is a gap in the literature with respect to the way concerted efforts among organizations are planned and change during crises. Using organizational network data extracted from the South Korean government's MERS response manuals, we examined the changes in the response coordination network planned during the epidemic's distinct stages. The greatest difference in predicting tie formation was found in the networks planned before the event and revised during the outbreak. Local and governmental actors tend to form more ties consistently in the revised manuals. Two actors that are intended to transfer medical and/or personnel resources tend to form more ties across all stages. These findings suggest that transferring material and/or human resources are key activities in the epidemic response and planners tend to increase the connection of local and governmental actors over time.

Open government data (open data) initiatives have been at the forefront of the strategy to make more transparent, responsive, and accountable government, and thereby lead to open innovation across the public and private sector. Governments around the world often understand that open data is disclosing their data to the public as much as possible and that open data success is the result of a data and technology-related endeavor rather than the result of organizational, institutional, and environmental attributes. According to the resource-based theory, however, managerial capability to mobilize tangible and intangible resources and deploy them in adequate places or processes under the leadership of capable leaders during the information technology (IT) project is a core factor leading to organizational performance such as open data success. In this vein, this study aims to analyze managerial factors as drivers and challenges of open data success from the resource-based theory. Findings illustrate that managerial factors are the driving forces that often boost or hinder open data success when institutional, socio-economic, and demographic factors are controlled. Discussion illustrates theoretical and practical implications for the managerial factors as drivers and challenges of open data success in terms of the comparison between technological determinism and the socio-technical perspective.