By Adam N. Stulberg

This learn asks why a few militaries are more proficient than others at reinventing themselves and why a few efforts be triumphant swiftly whereas others in simple terms assemble momentum over the years or turn into sidetracked or maybe subverted. in contrast to its British rival, Germany speedy mastered the Blitzkrieg method with devastating effectiveness. Surging prior to either British and jap navies, the U.S. military steadily got here to understand the centrality of air energy in honing service battle. With modern policymakers scrambling to digest the teachings of modern wars in Kosovo, Afghanistan and Iraq, in addition to to fulfill the unfolding demanding situations of the hot Revolution in army Affairs (RMA), knowing the assets and impediments to adjustment has develop into severe. This ebook explicates the stipulations lower than which army companies have either succeeded and failed at institutionalizing new rules and types of conflict. This learn might be of curiosity to scholars of army innovation and students of organizational conception and institutional habit particularly and people drawn to army experiences extra quite often.

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The next chapter develops this argument. This page intentionally left blank Chapter 2 Principals, Agents, and Service Transformation Chapter 1 critiqued the extant literature on major military change, suggesting that the intra-organizational diffusion of innovation is an important but much overlooked issue. In this chapter, we present a theoretical framework to fill this void. We argue that material and normative factors related to intra-organizational control can be complementary, and that examining synergies via a modified principal-agent framework augurs well for a systematic explanation of military transformation.

101-109. 44 On the different categories of organizational sub-cultures, see especially Schein, (1992), pp. 51-143; Sackman (1992), pp. 140-161; and Ann Swidler, “Culture in Action: Symbols and Strategies,” American Sociological Review 51 (April 1986). 45 Kier (1997); Legro (1995); Owens (2000); Goldman (1999); Rhodes (1999); Brown, May, and Slater (2000). 47 In order for ideas or culture to be useful explanatory variables, they must be defined in a manner that renders them identifiable, discrete, independent, stable, and predictable across different cases.

The uniformly pessimistic prognosis of routinization and incrementalism posited by traditional organizational theory no longer dominates. The contemporary focus in security studies has shifted instead to addressing “why, when and how” radical military transformation is possible, offering alternative “outside-in” and “inside-out” explanations for shifting incentives, norms and processes of organizational change. At the crux are debates among rival theories that ascribe the propensity for military change either to structural/material stimuli or to cognitively/socially constructed patterned ways that organizations approach their central missions and tasks.

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