Försvarsmakten som organisation är inne i en spännande fas där den är i full fart med att ställas om till ett yrkesförsvar, med anställda soldater. I en nyutkommen studie från Försvarshögskolan observeras en problematik i samspelet mellan officerare och soldater i den nya organisationen. Ett begrepp som används flitigt inom den militära professionen är tillit, vilket blir utgångspunkten i arbetet för att analysera problematiken från studien. Syftet med arbetet är att kartlägga om det finns förutsättningar för att skapa tillit från soldaten till officeren i dagens svenska yrkesförsvar. I arbetet sammanfattas fyra situationer i studien för att skapa en övergripande bild av problematiken. Vidare analyseras studien utifrån de faktorer som skapar tillit enligt teorier från den svenska och den kanadensiska försvarshögskolorna. Analysen struktureras upp utifrån de faktorer som skapar tillit ur den svenska teorin, faktorerna från den kanadensiska teorin förstärker och för analysarbetet vidare. Ur det tillitsperspektiv som används i arbetet visar resultatet på att skapandet av tillit hämmas inom alla faktorer enligt den svenska teorin. De förutsättningar som hämmar är: en oklar syn på hur officeren skall behandla soldaters erfarenhet, plutonchefens allt mer administrativa tjänst samt personalomsättningar. En slutsats är om dessa förutsättningar ändras, ges bättre möjligheter att skapa tillit. / The Swedish Armed Forces as an organization are undergoing an exciting phase where the conversion to a professional military, with employed soldiers, is in full swing. In a recent study the Swedish National Defence College observed a problem in the interaction between officers and soldiers in the new organization. A term that is widely used in the military profession is trust, which forms the starting point in this paper to analyze the problem from the study. The purpose of this paper is to identify whether there are preconditions for building trust from the soldier to the officer in today’s Swedish professional military. In the paper the aforementioned study is summarized into four situations to provide a comprehensive overview of the problem. The study is analyzed out of the factors that create trust according to the theories from the Swedish and Canadian defence colleges. The analysis is structured by the factors from Swedish theory, while the factors from Canadian theory reinforce and develop the analysis further. From the trust perspective used in this paper, the result shows that the creation of trust is impeded in all factors of the Swedish theory. The conditions that inhibit trust are: an imperfect view of how the officer deals with soldier’s experience, the platoon commander’s increased administrative services and personnel turnovers. One conclusion is that if these preconditions are changed, there will be better opportunities to build trust.

Magister Legum - LLM / The culture of corruption is rooted deeply in Kenya. It may be described as an incurable infectious disease.1 Kenya has been ranked as one of the most corrupt countries in the world. For the last three years, Kenya has scored less than 27 percent in the Corruption Perceptions Index published by Transparency International. Corruption persists mainly because those in public office benefit from it and the existing institutions lack both the will and capacity to stop it. It persists despite the legislation, institutions and measures that have been put in place to fight it.3 The Ethics and Anti-Corruption Commission is the main institution mandated to combat corruption in Kenya. The primary anti-corruption laws are the Public Officer Ethics Act No 4 of 2003, the Leadership and Integrity Act No 18 of 2014, the Public Officer Ethics (Management, Verification and Access to Financial Declaration) Regulations of 2011 and the Kenyan Constitution of 2010. One of the key anti-corruption measures is the system of wealth declarations by public officials established by the Public Officer Ethics Act (POEA). The POEA did not have an easy passage into law. When it was introduced in 2002, Kenya was governed by the Kenya African National Union (KANU), led by President Moi. The regime was characterised by autocratic rule, high levels of politically sanctioned corruption, rapid economic decline and massive accumulation of wealth for the politically connected.4 Unsurprisingly, President Moi did not assent to the enactment of the POEA. The National Rainbow Coalition (NARC) came into power in 2003 and re-commenced the process to pass the POEA into law. This was done with a view to curbing corruption and bolstering donor confidence.5 Regrettably, the NARC administration quickly replicated the corrupt practices of its predecessor, despite being elected on a platform of zero tolerance towards corruption. The new administration, which had promised war on corruption, instead was embracing corruption and denying citizens constitutional reforms.

The purpose of the study was to determine if there were significant differences in the perceived importance and responsibility of student development goals between chief academic officers (CAOs) and chief student affairs officers (CSAOs). The population for this study consisted of CAOs and CSAOs at liberal arts institutions located in 15 southern states.

Syftet med förekommande studie var att undersöka om polisens attityder till två olika typer av brottslingar, ekobrottslingar respektive sexualbrottslingar skiljde sig åt och om attityden till dessa brottslingar påverkade deras inställning till vilken förhörsstil som borde användas samt om polisen förespråkade en mer dominant förhörsstil vid förhör med misstänkta för sexualbrott jämfört med misstänkta för ekobrott. För att kunna besvara studiens frågeställningar användes en kvantitativ metod med en mellangruppsdesign. En webbenkät i två olika versioner användes, en för ekobrottslingar och en för sexualbrottslingar. Varje enkät bestod sedan av två delar, en som avsåg attityder och en som avsåg förhör. 55 poliser deltog i studien och fördelades genom ett slumpmässigt urval till respektive betingelse. Resultaten visade att det inte fanns några signifikanta skillnader i polisens attityder till ekobrottslingar respektive sexualbrottslingar, inte heller förespråkade polisen en specifik förhörsstil för någon av brottstyperna. Dock visade resultaten på en signifikant prediktion mellan attityd och förhörsstil när det gäller sexualbrottslingar men inte för ekobrottslingar, vilket innebär att attityd predicerar förhörsstilen för sexualbrottslingar men inte för ekobrottslingar. / The purpose of this study was to investigate whether police attitudes towards two different types of offenders, economic offenders and sex offenders differed and whether the attitudes towards these offenders influenced their choice of interrogation style and if the police advocated a more dominant interrogation style when questioning suspects for sexual offences compared to suspects of economic offences. In order to answer the study's questions, a quantitative method was used with a between group design. One online survey in two different versions were used, one for economic offenders and one for sex offenders. Each survey then consisted of two parts, one related to attitudes and one related to interrogation. 55 police officers participated in the study and were distributed by random sampling to each condition. The results showed that there were no significant differences in police officer´s attitudes between economic offenders and sexual offenders, nor did the police officer´s advocate a certain interrogation style for any of the crime types. But the results showed a significant prediction between attitude and interrogation style when it comes to sex offenders but not to economic offenders, which means that attitude predict the interrogation style for sex offenders but not for economic offenders.

Specialistofficeren är kompetensbärare i Försvarsmakten och löser uppgifter inom all Försvarsmaktens verksamhet. För att vara kompetensbärare krävs att specialistofficeren utvecklar djup kunskap inom sitt arbetsområde. Försvarsmakten har de senaste 40 åren genomfört en mängd förändringar i sitt befälssystem och den senast införda, 2008 då tvåbefälssystem återinfördes, har inte genomförts fullt ut vilket leder till att specialistofficerare har svårt att få möjlighet att kompetensutveckla sig till det kompetensdjup som krävs för att verka som kompetensbärare. Försvarsmakten och Armén har insett att införandet avstannat och har därför infört nya riktlinjer för att underlätta införandet, varvid den senaste kom 2019.  Den här studien syftar till att förstå förutsättningar, hinder, möjligheter samt förväntningar, avseende kompetensutveckling av specialistofficerare vid två strategiskt viktiga förband, Lv6 och P18. Datan till studien är insamlad från specialistofficerare verksamma vid de två förbanden. Vid genomförandet av studien framkom att det finns förutsättningar i form av gamla strukturer som lever kvar trots skifte av befälssystem och hindrar kompetensutvecklingen av individer. Exempel på hinder är att det gamla befälssystemet inte avvecklats i samband med införandet utav det nya. Ytterligare ett exempel är att dagens specialistofficerare saknar incitament för att kompetensutveckla sig. De har dock fortfarande en stark vilja att utveckla sig, även när de saknar formella kompetenser. Förväntningarna på Försvarsmaktens riktlinjer är höga, då de på olika nivåer belyser vad som måste omhändertas för att specialistofficerens kompetensutveckling skall fungera.  Studiens främsta slutsats är att omställningen av befälssystemet måste slutföras för att specialistofficerarna skall få den möjlighet att kompetensutvecklas och utveckla de kompetensdjup som Försvarsmaktens riktlinjer föreskriver och som organisationen behöver för att utvecklas och lösa sina uppgifter. / The non-commissioned officer (NCO) is the competence bearer in the Swedish Armed Forces (SAF) and manages activities in all SAF tasks. In order to be a competence bearer the NCO has to develop deep knowledge within his or hers field of expertise. The SAF has, during the last 40 years, implemented a large number of changes in its command system. The latest change made in 2008, when the NCOs Corps was reinstated, has not been fully implemented which has led to difficulties for an NCO to acquire opportunities to develop the abilities required and proficiency needed to be a viable competence bearer. The SAF and the army have realized that the implementation process has stalled and therefore have issued new guidelines to restart the process, of which the latest was issued in 2019.  The study’s aim was to acquire knowledge about the prerequisites, hindrances, possibilities and expectations regarding acquirement of competence for NCOs in two strategical important units, Lv6 and P18.  The study’s data was collected from active NCOs serving in the two units.    During the execution of the study, prerequisites in the form of old structures emerged that, in spite of the changes in the command system, still lives on and is a hindrance to the NCOs acquisition of skills. An example is the old command system not being dismantled in conjunction with the implementation of the new system. Another example is that today’s NCOs lack incentives for the acquirement of deeper knowledge. They still possess a strong will to enhance themselves, even when they lack formal requirements. The expectations of the SAF guidelines are high, since they highlight what needs to be addressed at different levels for the NCOs acquisition of skills to be successful.        The study’s primary conclusion is that the transition to the new command system must be completed to allow the NCOs the opportunity to develop their skillsets to the required levels that the guidelines stipulate and the organization needs to evolve and manage its activities.

Som en följd av Försvarsmaktens brist på officerare har Försvarsmakten skapat ett snabbspår in till officersyrket via en särskild officersutbildning (SOFU). SOFU har funnits sedan 2017. I dagsläget finns det begränsat med forskning på vad som lockar människor att söka utbildningen. Syftet med denna studie var att undersöka vad som attraherar människor med en akademisk examen att karriärväxla och utbilda sig till officer, samt vad som sedan motiverar dem att stanna i officersyrket. Metoden för studien är en kvalitativ metod baserad på fyra semistrukturerade intervjuer. Analysen av resultatet är genomförd via en kvalitativ innehållsanalys. Resultatet blev tre kategorier vilka kronologiskt presenterar respondenternas; attraktion till officersyrket, deras beslut till karriärväxling samt deras motivation till att stanna i officersyrket i framtiden. Militär bakgrund var en avgörande faktor till att respondenterna fick kännedom om, och sökte till utbildningen. För att nå efterfrågad kompetens behöver Försvarsmakten öka kännedomen om SOFU både tidigt hos soldater under grundutbildning, men även riktat mot det civila. Det som attraherade till yrket var att Försvarsmakten erbjöd något som respondenterna saknade i sina civila arbeten i form av främst; bra gemenskap, roliga arbetsuppgifter och goda utvecklingsmöjligheter. Slutsatsen är att i dagsläget är en militär bakgrund grunden för att hitta utbildningen, och faktorerna som attraherar till yrket är även de faktorer som sedan motiverar dem att stanna. / The Swedish armed forces (SAF) have shortage of officers, as a result of that, the SAF have created a fast-track to the officer profession through a special officers program.  The special officers program started in 2017 and there is not much research to find in what attracts individuals to apply to the program. The purpose of this study is to research what attracts individuals with a higher academic degree, to change profession and study to become an officer, and what later motivates them to continue in the profession. The method of the study is through a qualitative method based on four semi structured interviews. The analysis of the result is based on a qualitative content analysis. The result of the study is three categories, which in a chronologically order presents; the respondents attraction to the profession, their decision to change career and what motivates them to continue in the profession. Today military background is a vital factor for the respondents to find knowledge of, and to apply for the education. In order to reach the competence required the SAF need to increase the knowledge of the special officers program in an early stage with the conscripts and direct it outside the SAF towards the civilian world. What attracted respondents to the profession was that the SAF could offer something that they could not find in their civilian jobs in form of; a community, enjoyable duties and good professional development opportunities. The conclusion of the study is that today a military background is a key factor towards the special officers program and what motivates to the profession is also what motivates to stay in the profession.

The Army Acquisition Officer lacks proficient experience needed to fill key leadership positions within the Acquisition Corps. The active duty Army officer is considered for the Acquisition Corps functional area between their 5th and 9th years of service as an officer – after completing initial career milestones. The new Acquisition Corps officer is the rank of senior Captain or Major when he arrives to his first acquisition assignment with a proficiency level of novice (in acquisition). The Army officer may be advanced in his primary career branch, but his level decreases when he is assigned into the Acquisition Corps functional area. The civilian grade equivalent to the officer is a GS-12 or GS-13 whose proficiency level is advanced in his career field. The purpose of this study is to use a systems analysis approach to decompose the current acquisition officer professional development system, in order to study how well the current active duty officer flow works and how well it interacts or influences an acquisition officer's professional development; and to propose a potential solution to assist in the management of Army acquisition officers, so they gain proficiency through not only education and training, but also the hands-on experience that is needed to fill key leadership positions in the Army Acquisition Corps. An increased proficiency and proven successful track record in the acquisition workforce is the basis to positively affect acquisition streamlining processes within the Department of Defense by making good decisions through quality experience.

Compliance organization and compliance function must constantly evolve and be adaptable, both through further development within the company and changes in the political and legal situations in which companies operate. In this issue, we kick off with a piece of thought in which Michele DeStefano (Content Curator) engages with experts from compliance practice, including Markus Endres (Advisory Board CEJ) on the question: What role can and should compliance play in digital transformation in the enterprise? From a legal perspective, it is clear that determining the 'role' of compliance is exceedingly relevant, if only because of liability. Furthermore, our authors in this issue deal with the 'Monaco Memo' and its significance for antitrust investigation in the USA and with the continuing relevant topic of sanctions compliance. In addition, our authors from Austria and Liechtenstein describe the implementation of an effective compliance management system in the company and the Compliance Officer’s duty to monitor.

For decades, the importance of information technology (IT) for organizations has continuously increased. To ensure effective IT management and operations, to enable the business, and to stay competitive, many large organizations appoint a Chief Information Officer (CIO) as their highest-ranked IT executive (Preston et al., 2008). While many small to medium-sized enterprises (SMEs) face similar challenges concerning IT, they often lack the resources to employ a full-time IT executive (Bhagwat & Sharma, 2007; Cragg et al., 2013). However, Kamariotou and Kitsios (2022) find that strategic planning and alignment with IT are important determinants for increasing an SME’s business value. An increasing number of SMEs started to employ CIOs part-time to avoid the risk of not staying competitive and losing business value (Moise, 2021; Pratt, 2022). Such so-called “Fractional CIOs” are often highly experienced and skilled individuals working for multiple SMEs simultaneously (Kratzer et al., 2022). By contracting a Fractional CIO, SMEs benefit in various ways. First, they get an experienced IT leader at a fraction of the cost. Second, they remain flexible concerning billable hours and the time horizon of the engagement. Third, they are receiving an outside-in perspective and might profit from the Fractional CIO’s experience gained from simultaneous engagements. Even though the Fractional CIO role benefits SMEs, adoption and awareness are still low. Further, substantial research on the novel role is missing. This dissertation aims to establish a new stream in CIO research that explores the role of the Fractional CIO. Our comprehensive literature review of the CIO research field provides the basis for this research (Kratzer et al., 2023b). As we explore this novel phenomenon, we are also interested in how to best report research findings. We, therefore, aim to conceptualize techniques to convey novel phenomena in information systems (IS) research in an illustrative way. Hence, we posed the following overarching research questions: RQ1: How can novel phenomena be communicated in an illustrative yet rigorous way in research papers? RQ2: What is the state-of-the-art in the CIO research field, and what are further avenues for research? RQ3: What concepts provide SMEs with the experienced IT executive management they need? RQ4: What makes Fractional CIO engagements successful? RQ5: How does the role of the Fractional CIO take shape in practice in the German market? These overarching research questions are answered through six consecutive publications. 1) 'Literary Sketches in Information Systems Research: Conceptualization and Guidance for Using Vignettes as a Narrative Form' This paper is conceptual and has a methodological focus on the use of vignettes. The paper contributes to the usage of vignettes as a narrative form in academic research, providing a taxonomy that structures vignettes and identifies three archetypes. By conceptualizing vignettes through a taxonomy and archetypes, we create transparency for the usage of vignettes, encourage the use of vignettes, and provide recommendations how to use them more rigorously. Long term, this might contribute to a better exchange between academia and practice through better comprehensibility of academic papers. 2) 'Four Decades of Chief Information Officer Research: A Literature Review and Research Agenda Based on Main Path Analysis' In this paper, we conducted a bibliographic literature review using main path analysis, which helped to objectively identify existing topics based on their importance. We also illustrated the knowledge flow in CIO research by identifying major and emerging research streams and analyzing their evolution over time. Additionally, we aggregated central papers in CIO research and developed a research agenda to provide guidance for future research. Overall, this paper helps to advance the understanding of the CIO research field and provides insights for researchers and practitioners. 3) 'The Fractional CIO in SMEs: Conceptualization and Research Agenda' With this paper, we were the first to conceptualize the role of the Fractional CIO and to develop a research agenda for this novel research field. The results from this paper contribute to research and practice in several ways. First, we are the first authors to conceptualize the role of the Fractional CIO, derive a definition, compare it to existing CIO role research, and derive four engagement types. Second, we develop a research agenda to guide future research in the new Fractional CIO research field. Third, we contribute to practice by promoting the role’s awareness among potential Fractional CIOs and organizations. Fourth, we show that Fractional CIO services are versatile and can benefit organizations of different sizes and maturity levels, and there are diverse possibilities for evolution. 4) 'What Makes Fractional CIO Engagements in SMEs Successful? – A Research Framework' In this paper, we developed a research framework for Fractional CIO engagement success. It makes contributions to research and practice. First, we propose a research framework for Fractional CIO engagement success and, therefore, develop a common ground for future research. Second, we provide practical advice for Fractional CIOs and SMEs regarding factors for engagement success. Third, we raise awareness about the Fractional CIO role that may benefit many SMEs around the world. 5) 'Factors for Fractional CIO Engagement Success' In this paper, we used Q-methodology to empirically evaluate the relative importance of factors influencing Fractional CIO engagement success and to identify different viewpoints on engagement success. Our paper makes several contributions to research and practice. First, our paper is the first to identify and evaluate the importance of factors for Fractional CIO engagement success. Therefore, it serves as a basis for further research in the new Fractional CIO research field. Second, we find that upper echelon theory (Hambrick & Mason, 1984) can be applied to executives independent of their contractual relationship in cases of comparable responsibilities. Third, by thoroughly applying Q-methodology, we showcase an exploratory tool for identifying opinions and preferences of participants and clustering them accordingly. This approach provides guidance for other IS scholars to apply it. Fourth, we develop preliminary archetypes of Fractional CIOs and, based on that, provide tentative advice for Fractional CIOs and organizations that hire them. These preliminary archetypes enabled us to identify further theoretical explanations of this phenomenon. In addition to transaction cost theory, agency theory, and upper echelon perspective, we found that stewardship theory and dynamic capabilities explain additional characteristics of Full-ownership CIOs and Change Agents. 6) 'Mehr als Vollzeit: Fractional CIOs in KMUs' This paper summarizes the results of our previous studies regarding the Fractional CIO role in German language and conducts semi-structured interviews with three Fractional CIOs from Germany to complement it with a perspective on the German market. Overall, we find that the Fractional CIO role in the German market is performed similarly to the international market. The interviewed German Fractional CIOs/CTOs could not clearly identify any hurdles that might explain the low adoption of the role. However, all three German Fractional CIOs agree that German SMEs would strongly benefit from Fractional CIOs. (References to be found in the full text)

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