عباس طلوعی اشلقی

Qualitative information security risk assessments are somewhat subjective and the high degree of subjectivity associated with the perception of risk means that management is often skeptical of risk analysis results, and is unwilling to make important decisions based on that. Besides, the process of information security risk assessment is quite complex and rife with uncertainty and without taken into account the uncertainty of information security risk assessment the results can be misleading. Therefore, in this paper, the Fuzzy Multi Criteria Group Decision Making (FMCGDM) model is proposed to address the above-mentioned problems. The focus group method used to identify risk parameters and the Delphi method is used to construct a hierarchy for risk parameters. The findings of this research would be useful for the information security department to become more capable in analyzing the InfoSec risks and reducing the consequences of subjective assessment. A case study involving an actual information security risk management project was presented to illustrate the use of the proposed model. Computational results demonstrated the efficiency and effectiveness of the presented model that can assist InfoSec risk analyst to better evaluate InfoSec risk.

Competency management and development are vital tools to increase competition in organizations and the goal of the competency-based approach is to "determine the competencies needed by top people in key positions across the organization, efforts to close competency gaps through effective selection and training and ensuring that good performance is recognized and rewarded." Now, considering the increasing role of state banks as the most important financial and economic institution in the construction of the country, the present study seeks to provide an intellectual capital model with a competency approach of managers in state banks and intends to enumerate the dimensions of the main and important competencies of the managers of state- banks to help senior executives of state banks identify the right people, with the advent of the information technology revolution, the global economic paradigm changed dramatically after the 1990s. In today's economy, knowledge, as the most important asset, has replaced financial and physical capital. Intellectual assets are non-competitive assets. Unlike physical assets that can only be used to do a particular task at a particular time, intellectual assets can be used simultaneously for several specific purposes. This ability is one of the most important criteria for the superiority of intellectual assets over physical assets. This research seeks to provide an intellectual capital model with a competency approach of managers in state banks. Based on the findings, intellectual capital can be influenced by the factors of customer capital, social capital, structural and human capital, knowledge capital, foreign capital, domestic capital, spiritual capital, technical capital and communication capital. The components and indicators related to each of the mentioned dimensions have been discussed separately in the previous pages. Based on in-depth semi-structured interviews with experts, it can be concluded that: human capital, structural capital and social capital as the first to third priorities are the dimensions of the intellectual capital model of state-owned banks with the competency approach of managers.