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The purpose of this paper is to present a new theoretical model (the generic regulation model (GRM)) which is aimed for e‐government development. There is a need for such a generic model in order to describe and analyse the regulation that occurs in the interaction between governmental agencies and citizens.

This new model has evolved through an action research project/practical inquiry in e‐government. The project area was personal assistance to disabled persons. The practical inquiry has comprised generation and application of the GRM model (as a kind of empirical grounding) and also some initial theoretical grounding.

In the e‐government project there was a need to conceptualize the relations between different governmental agencies and clients. As a response to this need a generic model and a corresponding situational model were developed. The generic model consists of three layers: legislation as general regulation; application of legislation for issuing decisions ( = individual rules), i.e. specific regulation; and application of general and individual rules in regulated practices. The paper also gives an epistemological account of the evolution of the new GRM model. GRM is considered to be a practical theory and it has evolved through a design‐oriented practical inquiry.

The paper presents this new GRM. The GRM model should be adequate to apply in many e‐government situations, since there are often regulation issues at stake. The GRM model should be used in the design and evaluation of e‐government applications.

The purpose of this paper is to contrast two views, a transformative and a coordinative view, on business process management (BPM) in order to propose an integrated view.

The investigation has been made with the purpose of developing a synthesis of these two views working as thesis and antithesis. The core of such dialectic approach is to create a synthesis that transcends contradictions of the thesis and antithesis. Pros and cons in the two perspectives have been identified and an integrated process view has been proposed, as well as operationalised into modelling methods. The integrated process view comprises a number of definitions of different process types (business process, assignment process, transformation process and provision process).

The paper derives characteristics of the transformative as well as the coordinative view. These are used as the basis for pinpointing important characteristics of an integrative view. These characteristics put forward coordination in relation to transformation as well as assignment processes in relation to other types of processes (such as transformation processes and provision processes)

The proposed integrated view has practical implications in the work of modelling, analysing and designing business processes.

The value of the paper is that it presents a complementary view on business processes derived from two existing views. In the paper, coordination aspects are seen as superior to transformation.

The purpose of this paper is to identify the legal problems connected with using the systems of technological interoperability in the society.

In the paper, the compared-legal method was applied. The legislation of Russia and that of European Union (EU) have been compared.

Generalizing about the problems identified in both Russia and the EU, it is possible to conclude that: States have to develop a coordinated, uniform security policy. Public administrations have to implement interoperable services for business and citizens. States have to introduce the required standards. It is necessary to forbid development or creation of any departmental technical specifications by public institutions or departments which are not coordinated with the larger transnational goals.

In the paper, the problems that arise in the states (Russia and EU) if they did not take into account the principle of interoperability are revealed. Legal mechanisms directed on permission of arising problems are described.

Nowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.

The developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.

Elaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.

The approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.

In previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.

This paper aims to present empirical results exemplifying challenges related to information security faced by small and medium enterprises (SMEs). It uses guidelines based on work system theory (WST) to frame the results, thereby illustrating why the mere existence of corporate security policies or general security training often is insufficient for establishing and maintaining information security.

This research was designed to produce a better appreciation and understanding of potential issues or gaps in security practices in SMEs. The research team interviewed 187 employees of 39 SMEs in the UK. All of those employees had access to sensitive information. Gathering information through interviews (instead of formal security documentation) made it possible to assess security practices from employees’ point of view.

Corporate policies that highlight information security are often disconnected from actual work practices and routines and often do not receive high priority in everyday work practices. A vast majority of the interviewed employees are not involved in risk assessment or in the development of security practices. Security practices remain an illusory activity in their real-world contexts.

This paper focuses only on closed-ended questions related to the following topics: awareness of existing security policy; information security practices and management and information security involvement.

The empirical findings show that corporate information security policies in SMEs often are insufficient for maintaining security unless those policies are integrated with visible and recognized work practices in work systems that use or produce sensitive information. The interpretation based on WST provides guidelines for enhancing information system security.

Beyond merely reporting empirical results, this research uses WST to interpret the results in a way that has direct implications for practitioners and for researchers.