No description available.

AI-enabled information systems (AI-enabled IS) offer enhanced utility and efficiency due to their knowledge-based endowments, enabling human agents to assign and receive tasks from AI-enabled IS. As a result, this leads to improved decision-making, ability to manage laborious jobs, and a decrease in human errors. Despite the performance-based endowments and efficiencies, there are significant ethical concerns regarding the use of and delegation to AI-enabled IS, which have been extensively addressed in the literature on the dark side of artificial intelligence (AI). Notable concerns include bias and discrimination, fairness, transparency, privacy, accountability, and autonomy. However, the Information Systems (IS) literature does not have a delegation framework that incorporates ethics in the delegation mechanism. This work seeks to integrate a mixed deontological-teleological ethical system into the delegation mechanism to (and from) AI-enabled IS. To that end, I present a testable model to ethically appraise various AI-enabled IS as well as ethically evaluate delegation to (and from) AI-enabled IS in various settings and situations.

No description available.

No description available.

The ability to delegate privileges to others is so important to users of online identity systems that users create ad hoc delegation systems by sharing authentication credentials if no other easy delegation mechanism is available. With the rise of internet-scale relationship-based single sign-on protocols like OpenID, the security risks of password sharing are unacceptable. We therefore propose SimpleAuth, a simple modification to relationship-based authentication protocols that gives users a secure way to selectively delegate subsets of their privileges, making identity systems more flexible and increasing user security. We also present a proof-of-concept implementation of the SimpleAuth pattern using the sSRP authentication protocol to demonstrate the generality of our technique.

Den här studien har studerat styrning och maktfördelning inom ramen för delegationsordningarna i Utbildningsnämnden i Uppsala kommun. Genom att studera vem som äger rätt att fatta vilket beslut samt var i hierarkin det sker försöker studien ta reda på om det skett några förändringar över tiden 1991-2021. Studien tar sin utgångspunkt i de delegationsorngar som fanns när Uppsala kommun var indelat i olika kommundelsnämnder och tittar på hur de förändrats över tid sedan huvudmannaskapet för skolan övergick till kommunerna. Ambitionen med kommunaliseringen var att skapa ett mer verksamhetsnära beslutsfattande. Studiens resultat pekar i riktning mot att det visserligen skett en decentraliseringen, på så sätt att beslutsfattandet över skolan förflyttats från staten ner till kommunal nivå, men att det inom Uppsala kommun snarare skett en förändring mot ökad centralisering av styrningen, med en ökad byråkratisering som följd. Rektorerna har förlorat mycket av det delegerade beslutsfattandet de hade i början på 1990-talet och idag ligger det mesta av beslutsfattandet på någon i linjechefsposition inom förvaltningen. / This study has analysed governance and the distribution of power within the frame of the schedule of delegation in the standing Committee of education in the Council of Uppsala. By studying which body has the authority to make a specific decision, and where in the power hierarchy, this thesis is aiming at figuring out if there have been any changes of the distribution of power over time. A starting point for this analysis is the schedule of delegation whick were place at the time when the city of Uppsala was divided in diffrent local councils. How where they structured at the time of the municipality school reform and what were the ambitions of more locally rooted decision making? The result of the study suggests that there have, in fact, been a decentralisation of power from the central national level to a local level, but that within the local administration we have seen a change that points to a higher degree of centralisation and bureaucratization, contrary to the initial intention of the reform. The school principals have lost a lot of the earlier delegation authority. Today much of the decisions lay instead in the hands of middle management at the council administration.

How will digitalization influence the role of corporate headquarters (CHQs) and their relationships with their operating units? We recently asked 67 senior CHQ managers this question. The results suggest that CHQs expect to become more powerful and more involved in their operating units. These conclusions seem to be driven by perceptions that the ongoing digitalization will provide CHQ managers with more timely and better information. In this "Point of View", we discuss the potential pitfalls of such a narrative. We also offer ideas for how to avoid mistakes and ensure that CHQs increase their value-added in times of digitalization. In particular, we suggest that CHQs place emphasis on social interactions for data to be effectively collected and analyzed, for decision-making power to be adequately allocated, and for CHQ involvement to be informed and necessary.

<p>In organizations the permissions a member has is not decided by their person, but by their functions within the organization. This is also the approach taken within military command and control systems. Military operations are often characterized by frictions and uncontrollable factors. People being absent when needed are one such problem.</p><p>This thesis has examined how roles are handled in three Swedish command and control systems. The result is a model for handling vacant roles with the possibility, in some situations, to override ordinary rules.</p>

In organizations the permissions a member has is not decided by their person, but by their functions within the organization. This is also the approach taken within military command and control systems. Military operations are often characterized by frictions and uncontrollable factors. People being absent when needed are one such problem. This thesis has examined how roles are handled in three Swedish command and control systems. The result is a model for handling vacant roles with the possibility, in some situations, to override ordinary rules.

Regard the local government, although in The Constitution chapter 10 (Powers of the Central and Local Governments) and in chapter 11 (System of Local Government) clearly state the self-governing power of the local authority, and mentioned the boarder line for the self-governing matters. However under the past influence of the centralized government structure, all matters are government affairs nation wide, the local governments are only to carry out the orders, in fact those so called the local governments are central government appointed departments, therefore delegation, commission or assignment of an administrative authority become less important, further more, the action is meaningless. Even to this day, the era of the local self-governing, delegation, commission or assignment of an administrative authority still faces many problems (For example Taipei and Kaohsiung, the two cities have their municipality directly under the jurisdiction of the Central Government office, and the office must monitor the appoint of the legislation, after the careful monitoring of the process of the appointing, then the follow the legislation shall legalize the practice, whether power commission may be exercised between two agencies of the same administrative bodies, whether a local government agency may commission with its supervised agency to exercise a part of its powers, etc¡K¡K), the cause of the confusion all goes back to the unclear separation of powers between the central government and the local governments, and to clearly regulate the problem in a short time isn¡¦t easy, therefore the urgent solution is the required for the disagreement from individual offices about the delegation, commission or assignment of an administrative authority etc¡K¡K, for this reason the aim of this study is to probe into the self-governing practice, detail the process and to recommend, to propose the following: 1. Study shows: a. The legislation of the power delegation rationalize the distribution of the manpower resources for the local government, shortens the time of decision making, lightens the responsibility of individual power delegating, and increases the proper use of the local self-governing power. b. The legislation of the power commission benefits the distribution of national resource of manpower, allows the proper practice of such actions, which also develop the advantage of direct office contact and the action of mutual aid. c. The legislation of the power assignment also sets up the vertical administrative supporting relationship between administrative bodies, and has the efficiency of the administrative offices¡¦ convenience work to its best. 2. Proposal: I. The making of legislation: a. Central government office shall define the meanings of delegation, commission and assignment of an administrative authority, give each action a clear responsibility, document the procedures and the importance of the above actions, in orders the administrative offices to put them in proper practice. b. The legislation should unify the terms for delegation, commission and assignment of an administrative authority. Define the principles of responsibilities for the central government and the local governments. The method of dividing the central-government and self-government matters according to its administrative needs in the present constitution is no longer up to date. c. Revise and set up the procedures of the legislation of assignment. II. Change the point of view: The central government should respect the power of the local government, implement the practice of self-governing, grant and authorize the local assignee to its complete power, respect the local assignee power to its max, increase the elasticity and the flexibility of the assignee office, put the nature and the resource of the manpower of the local government in consideration through the procedure of assignment. The local governments shouldn¡¦t unduly depend on the support of the central government like in the past, but welcome the time of self-governing, set up and face the idea of self-governing system, truly practice the age of autonomy.