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PurposeCreating network security is a crucial challenge not only in the area of electronic government, but also for the information society in general. The purpose of this paper is to show that the related problems cannot be tackled successfully by technical measures alone. More wide and encompassing solutions are required.Design/methodology/approachThis paper deals with the character, preconditions and implications of network security from a managerial point of view in order to identify the starting‐points for a sustainable promotion of network security in the area of electronic government.FindingsThis paper shows that the suitable starting‐point for the development of security solutions within a social unit like a public authority and in the society altogether is viewing the problem as a socio‐technical task. A rational design of security processes is required promoted by an effective security management, which in its turn is rooted in an appropriate security culture.Originality/valueThis paper addresses the problems of network security in the area of electronic government from a comprehensive point of view and offers a basic strategy to deal with them.

The relationship between different levels of government is one that is continually under review. Policy-makers ensure the expenditure and revenue functions of each tier of government with a view to balancing efficiency, equity and democratic considerations. Over the last decade, the tendency in a number of countries has been to decentralise both expenditure and revenue functions to lower levels of government. Greater autonomy in raising revenues has been given to intermediate and local levels of government. Setting up of local fiscal systems and intergovernmental financial relations involves m

The National Tourism Organisation does not have a specific marketing plan for Gozo. Part of the reason for this is geography and awareness - not Gozo's, but the location of our archipelago. Although we have made tremendous progress in creating market awareness of our islands in Europe and in North America, the fact remains that many people still do not know where the Maltese islands are. On a visit to England, not so long ago, I told someone I came from Malta. "Isn't it next to Hong Kong ?" he asked. He was referring to Macao. The point is that in our major source markets there is still ignorance of the whereabouts of our destination. Consequently, we feel it would be detrimental to our national tourism interests to market our islands separately. Having said that, however, Gozo - together with Comino - is an essential part of our national tourism offer. We all know what Gozo can offer to the tourist - and not only in natural beauty but also for leisure, history, culture and its very own traditions. And we certainly do stress these unique selling propositions in our international advertisement campaigns and promotional literature. Unlike Malta, Gozo is - and is perceived abroad as being - greener, more rural and generally more laid-back. Malta is 20 per cent built-up and has a much higher population density than Gozo. ; peer-reviewed

This work offers a research- based contribution to the debate around community cohesion and counter-terrorism policies in Britain. It is based upon privileged access to staff and elected members at 5 major local authorities, and upon qualitative interviews with a diverse range of people from differing ethnic communities.

Frontmatter --CONTENTS --1. Time's Up --2. Getting Unstuck --3. Network Literacy --4. Non-equilibrium Is the Source of Order --5. Top-Down and Bottom-Up Order --6. Kicking the Coal Habit --7. Wrong for the Right Reason? --8. Norms Policy --9. Kicking the Consumption Habit --10. Beyond Incumbent Industry --11. Who Pays for Learning? --12. Autonomous Cars as a Climate Policy --Conclusion: Beyond a Blueprint for the Climate Revolution --Epilogue --Notes --References --Acknowledgments --Index

What factors explain the success of the UK Cabinet Office's Behavioural Insights Team? To answer this question, this article applies insights from organizational theory, particularly accounts of change agents. Change agents are able—with senior sponsorship—to foster innovation by determination and skill: they win allies and circumvent more traditional bureaucratic procedures. Although Behavioural Insights Team is a change agent—maybe even a skunkworks unit—not all the facilitating factors identified in the literature apply in this central government context. Key factors are its willingness to work in a non-hierarchical way, skills at forming alliances, and the ability to form good relationships with expert audiences. It has been able to promote a more entrepreneurial approach to government by using randomized controlled trials as a robust method of policy evaluation.