This book deals with the processes and theories involved in managing military organisations in both peacetime and crisis conditions. Examining the challenges faced by policymakers and military commanders in conducting military operations, this book considers the benefits of conventional management and organisation theory for the military. At the same time, these essays recognise that the military should be considered as a highly individual organisation, operating in exceptional circumstances. This awareness of the differences between the military and other organisations generates important lessons not only for the military but also for general organisations as it teaches them how to cope in exceptional, ‘hyper’ conditions. These theoretical lessons are illustrated by case studies and experiences from recent military operations, such as those in Iraq and Afghanistan. This book will be of great interest to students of military studies, security studies and organizational studies. Joseph Soeters chairs the department of management and organization studies and defence economy at the Netherlands Defense Academy and he is a professor in organizational sociology at Tilburg University. Paul. C. van Fenema is an associate professor of organization studies at the Netherlands Defence Academy and Tilburg University. Robert Beeres is an associate professor in the field of defence accounting and control (business administration) at the Netherlands Defence Academy and at Nyenrode Business School.

This book connects findings and insights authored by famous scholars in management and organization studies with challenges the military is facing today. One assumes that management and organization studies is only about the rational, predictable, and manageable, and that military action is predominately irrational, unpredictable, and unmanageable; both assumptions are wrong. This book argues that the discipline of management and organization studies is highly relevant for the military in both peace- and wartime conditions, and for any situation in between. In all conditions, the giant and complex military organization needs to be structured, processed, administrated, led, and accounted for. Each chapter presented in this volume focuses on the contributions of founding thinkers in management and organization studies, with their work translated and applied to the military setting. These scholars are drawn from a variety of backgrounds, including organizational sociology, economics, political science, psychology, and engineering. Although the work of only a few explicitly refers to the military, the contributions of all these scholars are relevant in order to come to grips with security and military affairs. Together with many other academics’ work, the contributions of these 18 scholars constitute the core of the field of management and organization studies. This book will be of much interest to students of military studies, management studies, and organization studies.

This book deals with the processes and theories involved in managing military organisations in both peacetime and crisis conditions. Examining the challenges faced by policymakers and military commanders in conducting military operations, this book considers the benefits of conventional management and organisation theory for the military. At the same time, these essays recognise that the military should be considered as a highly individual organisation, operating in exceptional circumstances. This awareness of the differences between the military and other organisations generates important lessons not only for the military but also for general organisations as it teaches them how to cope in exceptional, ‘hyper’ conditions. These theoretical lessons are illustrated by case studies and experiences from recent military operations, such as those in Iraq and Afghanistan. This book will be of great interest to students of military studies, security studies and organizational studies. Joseph Soeters chairs the department of management and organization studies and defence economy at the Netherlands Defense Academy and he is a professor in organizational sociology at Tilburg University. Paul. C. van Fenema is an associate professor of organization studies at the Netherlands Defence Academy and Tilburg University. Robert Beeres is an associate professor in the field of defence accounting and control (business administration) at the Netherlands Defence Academy and at Nyenrode Business School.

Examines how military culture forms and changes, as well as its impact on the effectiveness of military organizations.

The study of operations research arose during World War II to enhance the effectiveness of weapons and equipment used on the battlefield. Since then, operations research techniques have also been used to solve several sophisticated and complex defense-related problems. Operations Research for Military Organizations is a critical scholarly resource that examines the issues that have an impact on aspects of contemporary quantitative applications of operations research methods in the military. It also addresses innovative applications, techniques, and methodologies to assist in solving defense and military-related problems. Featuring coverage on a broad range of topics such as combat planning, tactical decision aids, and weapon system simulations, this book is geared towards defense contractors, military consultants, military personnel, policy makers, and government departments seeking current research on defense methodologies.

From the UN Department of Peacekeeping Operations to the NATO International Staff and the European External Action Service, international bureaucrats make decisions that affect life and death. In carrying out their functions, these officials not only facilitate the work of the member states, but also pursue their own distinct agendas. This book analyzes how states seek to control secretariats when it comes to military operations by international organizations. It introduces an innovative theoretical framework that identifies different types of control mechanisms. The book presents six empirical chapters on the UN, NATO, and EU secretariats. It provides new data from a unique dataset and in-depth interviews. It shows that member states employ a wide range of control mechanisms to reduce the potential loss of influence. They frequently forfeit the gains of delegation to avoid becoming dependent on the work of secretariats. Yet while states invest heavily in control, this book also argues that they cannot benefit from the services of secretariats and keep full control over outcomes in international organizations. In their delegation and control decisions, states face trade-offs and have to weigh different cost categories: the costs of policy, administrative capacity, and agency loss. This book will be of interest to scholars, postgraduates, and officials in international organizations and national governments, dealing with questions of international political economy, security studies, and military affairs.