Innovating Victory: Naval Technology in Three Wars studies how the world’s navies incorporated new technologies into their ships, their practices, and their doctrine. It does this by examining six core technologies fundamental to twentieth-century naval warfare including new platforms (submarines and aircraft), new weapons (torpedoes and mines), and new tools (radar and radio). Each chapter considers the state of a subject technology when it was first used in war and what navies expected of it. It then looks at the way navies discovered and developed the technology’s best use, in many cases overcoming disappointed expectations. It considers how a new technology threatened its opponents, not to mention its users, and how those threats were managed. Innovating Victory shows that the use of technology is more than introducing and mastering a new weapon or system. Differences in national resources, force mixtures, priorities, perceptions, and missions forced nations to approach the problems presented by new technologies in different ways. Navies that specialized in specific technologies often held advantages over enemies in some areas but found themselves disadvantaged in others. Vincent P. O'Hara and Leonard R. Heinz present new perspectives and explore the process of technological introduction and innovation in a way that is relevant to today’s navies, which face challenges and questions even greater than those of 1904, 1914, and 1939.

A study of logistics problems and solutions from 18th century wars of empire to the Vietnam War.

Agents of Innovation examines the influence of the General Board of the Navy as agents of innovation during the period between World Wars I and II. The General Board, a formal body established by the Secretary of the Navy to advise him on both strategic matters with respect to the fleet, served as the organizational nexus for the interaction between fleet design and the naval limitations imposed on the Navy by treaty during the period. Particularly important was the General Board’s role in implementing the Washington Naval Treaty that limited naval armaments after 1922. The General Board orchestrated the efforts by the principal Naval Bureaus, the Naval War College, and the Office of the Chief of Naval Operations in ensuring that the designs adopted for the warships built and modified during the period of the Washington and London Naval Treaties both met treaty requirements while attempting to meet strategic needs. The leadership of the Navy at large, and the General Board in particular, felt themselves especially constrained by Article XIX (the fortification clause) of the Washington Naval Treaty that implemented a status quo on naval fortifications in the Western Pacific. The treaty system led the Navy to design a measurably different fleet than it might otherwise have in the absence of naval limitations. Despite these limitations, the fleet that fought the Japanese to a standstill in 1942 was predominately composed of ships and concepts developed and fostered by the General Board prior to the outbreak of war.

Learning War examines the U.S. Navy’s doctrinal development from 1898–1945 and explains why the Navy in that era was so successful as an organization at fostering innovation. A revolutionary study of one of history’s greatest success stories, this book draws profoundly important conclusions that give new insight, not only into how the Navy succeeded in becoming the best naval force in the world, but also into how modern organizations can exploit today’s rapid technological and social changes in their pursuit of success. Trent Hone argues that the Navy created a sophisticated learning system in the early years of the twentieth century that led to repeated innovations in the development of surface warfare tactics and doctrine. The conditions that allowed these innovations to emerge are analyzed through a consideration of the Navy as a complex adaptive system. Learning War is the first major work to apply this complex learning approach to military history. This approach permits a richer understanding of the mechanisms that enable human organizations to evolve, innovate, and learn, and it offers new insights into the history of the United States Navy.

The end of the Cold War was a "big bang" reminiscent of earlier moments after major wars, such as the end of the Napoleonic Wars in 1815 and the end of the world wars in 1919 and 1945. But what do states that win wars do with their newfound power, and how do they use it to build order? In After Victory, John Ikenberry examines postwar settlements in modern history, arguing that powerful countries do seek to build stable and cooperative relations, but the type of order that emerges hinges on their ability to make commitments and restrain power. He explains that only with the spread of democracy in the twentieth century and the innovative use of international institutions—both linked to the emergence of the United States as a world power—has order been created that goes beyond balance of power politics to exhibit "constitutional" characteristics. Blending comparative politics with international relations, and history with theory, After Victory will be of interest to anyone concerned with the organization of world order, the role of institutions in world politics, and the lessons of past postwar settlements for today.

Superior engineering skills among Union soldiers helped ensure victory in the Civil War. Engineering Victory brings a fresh approach to the question of why the North prevailed in the Civil War. Historian Thomas F. Army, Jr., identifies strength in engineering—not superior military strategy or industrial advantage—as the critical determining factor in the war’s outcome. Army finds that Union soldiers were able to apply scientific ingenuity and innovation to complex problems in a way that Confederate soldiers simply could not match. Skilled Free State engineers who were trained during the antebellum period benefited from basic educational reforms, the spread of informal educational practices, and a culture that encouraged learning and innovation. During the war, their rapid construction and repair of roads, railways, and bridges allowed Northern troops to pass quickly through the forbidding terrain of the South as retreating and maneuvering Confederates struggled to cut supply lines and stop the Yankees from pressing any advantage. By presenting detailed case studies from both theaters of the war, Army clearly demonstrates how the soldiers’ education, training, and talents spelled the difference between success and failure, victory and defeat. He also reveals massive logistical operations as critical in determining the war’s outcome.

How and when do military innovations take place? Do they proceed differently during times of peace and times of war? In Winning the Next War, Stephen Peter Rosen argues that armies and navies are not forever doomed to "fight the last war." Rather, they are able to respond to shifts in the international strategic situation. He also discusses the changing relationship between the civilian innovator and the military bureaucrat. In peacetime, Rosen finds, innovation has been the product of analysis and the politics of military promotion, in a process that has slowly but successfully built military capabilities critical to American military success. In wartime, by contrast, innovation has been constrained by the fog of war and the urgency of combat needs. Rosen draws his principal evidence from U.S. military policy between 1905 and 1960, though he also discusses the British army's experience with the battle tank during World War I.