Value-driven Security Agreements in Extended Enterprises

Today organizations are highly interconnected in business networks called extended enterprises. This is mostly facilitated by outsourcing and by new economic models based on pay-as-you-go billing; all supported by IT-as-a-service. Although outsourcing has been around for some time, what is now new is the fact that organizations are increasingly outsourcing critical business processes, engaging on complex service bundles, and moving infrastructure and their management to the custody of third parties. Although this gives competitive advantage by reducing cost and increasing flexibility, it increases security risks by eroding security perimeters that used to separate insiders with security privileges from outsiders without security privileges. The classical security distinction between insiders and outsiders is supplemented with a third category of threat agents, namely external insiders, who are not subject to the internal control of an organization but yet have some access privileges to its resources that normal outsiders do not have. Protection against external insiders requires security agreements between organizations in an extended enterprise. Currently, there is no practical method that allows security officers to specify such requirements. In this paper we provide a method for modeling an extended enterprise architecture, identifying external insider roles, and for specifying security requirements that mitigate security threats posed by these roles. We illustrate our method with a realistic example

Smart Objects in a Virtual World

The coming Internet of Things will usher in a smart semantic world where many more physical objects will be networked so that they can communicate with each other and with humans. This paper identifies protocols that smart objects will need to follow and the ways in which today’s virtual worlds can be used to better design and understand these protocols for tomorrow’s smart world

New Trends in Development of Services in the Modern Economy

The services sector strategic development unites a multitude of economic and managerial aspects and is one of the most important problems of economic management. Many researches devoted to this industry study are available. Most of them are performed in the traditional aspect of the voluminous calendar approach to strategic management, characteristic of the national scientific school. Such an approach seems archaic, forming false strategic benchmarks. The services sector is of special scientific interest in this context due to the fact that the social production structure to the services development model attraction in many countries suggests transition to postindustrial economy type where the services sector is a system-supporting sector of the economy. Actively influencing the economy, the services sector in the developed countries dominates in the GDP formation, primary capital accumulation, labor, households final consumption and, finally, citizens comfort of living. However, a clear understanding of the services sector as a hyper-sector permeating all spheres of human activity has not yet been fully developed, although interest in this issue continues to grow among many authors. Target of strategic management of the industry development setting requires substantive content and the services sector target value assessment