Procedures and Deck Officer Training in Cases of Intentional Radar System Jamming and Deception

This study analyses the procedures of radar system users in cases of intentional radar jamming and deception, with particular emphasis on safe navigation. Along with the procedure analysis, the study also deals with training methods of deck officers for jamming countermeasures to maintain certain accuracy of surveillance and safe navigation. The article also defines a decision tree – safe navigation which offers the radar operator the possibility of choosing “the course of action” based on the type of interference, assessed threat and the activities necessary to ensure safe navigation. Such research is of extreme importance for educating and training of maritime officers, especially deck officers, in thematic units relating to accuracy and reliability of the radar system exposed, in this case, to intentional interference

Supporting and Scaling Change: Lessons From the First Round of the Investing in Innovation (i3) Program

Assesses the degree to which the i3 program helped advance innovation in public education. Outlines takeaways, challenges, and recommendations for the Education Department and grantmakers, including optimizing support for different stages of innovation

Value Creation Through Collective Intelligence: Managing Intellectual Capital

The contribution of intellectual capital to value creation beyond individual companies into wider society, as described in the fourth stage of intellectual capital research, is of particular relevance for the public sector where organizations have a stewardship responsibility. They should engage stakeholders into value co-creation by developing organizational and ecosystem collective intelligence through traditional as well as innovative tools such as online technologies. Yet, the relationship between intellectual capital and value creation often remains a relatively unexplored process within public administration. This paper focuses on the case study of a regional agency in Friuli Venezia Giulia, Italy, which is not only responsible for assistance, regulation and service delivery, but also for engaging its stakeholders and the public at large to disseminate knowledge to promote values and appropriate behaviour in the policy areas it is responsible for. The research looks at the role played by intellectual capital in the agency’s value creation strategies and how the agency’s structure and processes influence the development and management of intellectual capital in an effort to create value for its ecosystem. The research not only validates the existence of ecosystem frameworks in public administration and the key role played by intellectual capital in their design, creation and implementation, but it also highlights the need in the public sector for a defined role for intellectual capital, stakeholder engagement and collective intelligence in governance models. In particular, findings underline the need for new intellectual capital management systems based on a collective intelligence approach within multi-stakeholder co-creation frameworks in a public service ecosystem logic, reflecting the public sector’s evolving role and the new tools developed with the advent of new technologie